Janie’s Insights on Organisational Processes (Part 2)
Purpose of organisational processes:
- Should support smooth, efficient delivery of the organisation’s mission.
- Clunky or inefficient processes waste resources (time, staff, money) that should benefit beneficiaries.
How to identify hindering processes:
- Map out main organisational processes to spot inefficiencies.
- Foster a culture open to feedback from staff, stakeholders, and beneficiaries.
- Avoid the “we’ve always done it this way” mindset.
- Focus on continuous improvement: not always radical change, but small, consistent evolutions.
Example – Financial reporting improvements:
- 3 years ago: radical overhaul of internal reporting.
- Since then: small monthly refinements (evolutionary changes).
- Reports are now highly valued by stakeholders, but the team continues to improve them as organisational needs change.
- Attitude: never rest on past success—always ask how to make processes better.
Example – Standardising performance management:
- Introduced a centralised online system for line managers and staff performance conversations.
- Replaced inconsistent use of Word/Excel, where quality varied across the organisation.
Steps taken:
- Communicated the why and benefits of change.
- Provided thorough training (group, 1:1, guides).
- Used phased rollout with pilot teams (“guinea pigs”) to gather feedback and adjust.
- Continued to iterate and adapt the system after implementation.
- Outcome:
- Affordable, practical system (not the most expensive, but much better than before).
- Improved consistency, culture, organisational health, and mission delivery.
Final encouragement:
- Leaders should see processes not as bureaucracy, but as tools to help their organisation become its best and fulfil its mission.