What is a road map or product roadmap? What is it for and how to make it?

Let's look at the 2 most common cases:

  • You are working with a finished product. It functions, makes a profit, the processes are established.
  • You have come to a new product that is just about to be launched.

For the first case, you need to synchronize with internal processes. Understand what is happening at the moment, what goals and objectives are, and also what role you will play in all this. In this situation, you need a certain action plan that the team adheres to and this is just a road map.

For the second case, the situation is somewhat different. If you have defined your goals and roughly outlined the course, then all this must be reflected somewhere. A strategy with basic tactical steps is also a road map.

roadmap what is it

Wikipedia says that a product roadmap is a roadmap, but I would expand the definition a bit. A road map is an action plan that describes the key stages of product development and the means to achieve them.

What tasks does

  • Reflects the mission and strategy of the product
  • It is the main document for the implementation of the strategy
  • Shows the main course of action for key people and the team
  • Synchronizes all participants in the process, eliminates unnecessary discussions and misunderstandings
  • Helps answer the question “Why are we doing this?”

What does it consist of

Use the picture below to understand what parts the road map consists of.


– Describe the mission and goals of the product you are working on
– Decide who will use the road map
  • management
  • development
  • related structures (marketing, sales, finance)
  • users

Depending on this, the internal content of the roadmap will be built: goals, objectives, and so on. A development roadmap is not the same as a leadership roadmap. Goals and objectives will be completely different.

– Define the type of road map
  • by goals
  • by command
  • by country
  • by platform

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Visualization example

I made a roadmap for my latest product (news site) in google spreadsheets, it looked like this.

From left to right: goals, detailing by tasks, time periods for implementation (highlighted in colors). Breakdown by month. The red vertical line is the date of completion of the work, that is, by the seventh month (July), it is planned to implement all the goals.

This is just a visual representation of the roadmap, in addition to it, there should be a description of the mission and strategy of the product. This way you will have a plan in hand that you can always refer to.

But it is important to remember that a road map is not a hard and fast guide to action. You can adjust your course, balance between tasks, and redistribute resources within the team.

How to make a road map

  • Excel/Numbers/Google Spreadsheets
  • PowerPoint/KeyNote
  • Special Services

There is no fundamental difference, the easiest and fastest way, in my opinion, is to display everything in tables. As a fan of Google cloud services, I prefer Sheets. They are easy to create and even easier to share with all interested parties.

Key Features

  • A road map is not a backlog. If the backlog is specific tasks that need to be completed within a set time frame / sprints, then a roadmap is more of a direction and larger steps.
  • Base your roadmap around the main themes/epics (large tasks) and be more flexible at the level of small features/tasks.
  • Keep track of all changes in the strategy and goals of the company. Put them on your roadmap.
  • Re-evaluate long-term priorities. Perhaps some of the tasks are no longer as important as they used to be.

Don't shut yourself up

The main thing to remember is that the road map is not a monolithic structure, but your assistant on the way to the best product. You can create a roadmap for both large and small tasks. There is no hard and fast rule that we should only work with global stages. But even for smaller ones, you'll need to answer the question, "How does this align with our mission and strategy?" so don't forget to link your roadmap to your main product lines.

Cherepanov M.A.

In a dynamic external environment, companies that are focused on the prospects for the development of their activities need to introduce modern methods of organization management. These methods make it possible to most accurately represent, evaluate and predict the future development trend of the company, develop probable scenarios for the development of facilities, and their potential profitability, as well as make optimal management decisions in terms of resource costs and economic efficiency.

The domestic theory of management does not attach sufficient importance to many modern methods that could not only facilitate the management of modern organizations, but also create a detailed scenario plan for the development of any object.

One of the little-studied methods, which is a scenario for the development of a particular object, is the "Roadmap". This method is based on the deductive decomposition of the process of achieving a goal into steps, this process is called "Road Mapping". In general, road mapping serves as the basis for information support of the management process, and in particular, this technique serves to develop the stages of development of an object and determine the time for making management decisions, as well as to rationalize the cause-and-effect relationships between various stages of the project.

The theme of road maps is reflected in the publication of K.L. Lidin "Varieties of building roadmaps", which describes the essence of the method of road mapping, and its application in real organizations. The work "Roadmaps of Russian business: Analytical report on the study" by the team of authors Manchulyantseva O.A. and others, is devoted to the practical use of road maps. This work is based on an original study, which includes a questionnaire survey, expert and in-depth personal interviews with executives and top managers of 50 largest Russian companies. The analysis of these works makes it possible to identify the grounds for the productivity of using this method, which separates road mapping as an effective method of project management. Based on the sources presented, it is possible to identify the limitations and barriers to the application of the road mapping method, as well as predetermine methods for overcoming these negative circumstances.

The purpose of this article is to define the content of the road mapping method and its application for the development of the organization.

The author refers to the objectives of the study carried out a comparative analysis of road mapping and other tools for the development of the organization; explore the benefits and limitations of road mapping; consideration of the possibility of creating project portals based on the method of road mapping.

Currently, there are many tools that contribute to the development of the organization. Such tools are used to form guidelines and priorities for making managerial decisions. A comparative analysis of these tools is presented in Table 1.

Table 1 — Comparative analysis of management decision-making tools

Method

Method Essence

Application result

Delphi method

With the help of a series of sequential actions - surveys, interviews, to achieve maximum consensus in determining the right solution

Defining a solution to a specific problem that satisfies all participants in the method

SWOT analysis

Evaluation of factors and phenomena that affect the project or enterprise. Based on a description of the strengths and weaknesses of the internal environment, and the opportunities and threats of the external environment of the organization

Identification of activities based on a combination of strengths and weaknesses of the internal environment and opportunities and threats of the external environment of the organization.

brainstorming method

An operational method of solving a problem based on stimulating creative activity, in which the participants in the discussion are asked to express as many solutions as possible, including the most fantastic ones.

Selection of the most successful ideas from the total number of ideas that can be used in practice.

Scenario method

The method is based on a repeated sequence of building scenarios in order to select the appropriate option.

Obtaining a logically and scientifically sound forecast for making a management decision

Target tree method

A method of structuring tasks, problems, goals for their disaggregation and concretization in the form of a hierarchical system (tree), in which a level-by-level decomposition of more general goals into private ones, those into goals of the next level, and so on.

Allows you to present a picture of the relationship of future events, obtaining a list of specific tasks and information about their relative importance.

Road mapping method

Visual representation of a step-by-step scenario for the development of a particular object

Presentation of information on possible alternatives for the development of the facility and simplification of managerial decision-making. Revision of the existing development potential of the object under study, detection of bottlenecks, threats and growth opportunities, the need for resource support.

All of the above methods, with their proper use, create an information base that facilitates managerial decision-making:

The application of the Delphi method results in several well-founded decisions based on a survey of a group of people.

SWOT analysis provides a structured description of the situation regarding which a decision needs to be made, the conclusions drawn on its basis are descriptive without recommendations and prioritization.

As a result, the brainstorming method presents a list of solutions to a specific problem expressed by experts, and then, from the total number of ideas expressed, the most successful ones that can be used in practice are selected.

The scenario method is a text that allows you to create a preliminary idea of ​​the system in quantitative terms and their relationships, however, the scenario, like any text, is subject to ambiguity in its interpretation, so it should be considered as the basis for further development of a model for solving the problem.

The goal tree method allows you to present a complete picture of the relationship of future events up to obtaining a list of specific tasks and obtaining information about their relative importance. The construction of a tree of goals and objectives ends at the level of determining the executors. In the process of building a goal tree, algorithms for the joint work of experts are often used, but, nevertheless, the method is based not on group work as such, but on a special logic of reasoning.

Building a roadmap, as a result, gives a graphic plan-scenario for the dynamic development of the organization, taking into account alternative paths and possible identification of performance degradation areas (bottlenecks), as well as a detailed description of such important components of the organization as resources, technology, product, market, customer, strategic goal, and creates a well-coordinated system of communicative interaction between all organizational structures.

All the methods presented cannot fully represent the results that are achieved by creating a roadmap, but they can act as a basis for using the roadmapping method.

One of the main features of roadmaps is their appearance, namely, they look like a variant of analysis based on the selection of possible solutions for individual parts of the main task - building a graphical network consisting of "nodes" (stages of technology development, or management decision points) and "connections" (causal relationships between "nodes").

As a strategic project management method, road mapping has two main functions:

foresight and planning of the development of the situation, including technological, social, economic and political aspects (forecast of the future);

managing the development of the situation depending on the set strategic goals (designing the future).

Roadmaps imply long-term development of an object for up to 10 years, and reflect the resulting economic effects, determine the effectiveness of alternative options for using resources.

Based on the goals of road mapping, the following types of road maps are distinguished:

Corporate roadmaps;

Scientific roadmaps;

Technology roadmaps;

Product roadmaps.

Any type of roadmap represents the evolution of a product, technology, scientific component of a company, or a corporation as a whole, and creates a graphical representation of various options for the development of an object in time space. Different types of roadmaps are interconnected and interdependent, which is associated with the need to simultaneously take into account product, technology, industry or corporate components.

Types of road maps are divided by relevance depending on specific goals and time periods. Relevance criteria are based on the versatility of roadmaps, the more components a roadmap includes, the more informative it is for an organization. The absence of strict regulation distinguishes the mapping process with a high level of creativity, which makes it possible to make road maps a simple, visual and adaptive tool for making managerial decisions.

At the initial stage of development of the organization, the creation of a corporate roadmap, which includes scientific, technological and product aspects, is of particular importance. The next most important is the scientific goal, which includes technological and product components. In the future, the organization no longer needs to develop global roadmaps, because at subsequent stages of development only concentrated methods of organizational management are needed, which are aimed at researching production technologies and products.

The optimal form of a roadmap is a schedule that provides answers to questions about what exactly, how, in what period of time and why will lead to the achievement of the organization's strategic goals.

Table 2 - Advantages and limitations of using roadmaps

Advantages

Restrictions

A good tool for collecting information, involving all experts in the creative process of its construction and subsequent discussion.

Complexity, high cost and duration of development due to the need for knowledge in many specific areas of management.

A good marketing tool for analyzing which product has a key value for the company.

The need for coordinated work of a large number of specialists from different fields and areas of management.

It shows which R&D areas are the most significant, what technological solutions can be developed on their basis, what promising products can be created as a result, and what social changes can occur as a result.

The method may not take into account all aspects of the developed layers.

Allows you to evaluate the market prospects of products and the possibility of entering new markets.

The method does not answer the question "who and how will do all this?"

Allows you to set clearer and more achievable goals.

Lack of required data, information and knowledge.

Allows you to identify priority areas for investment

A large amount of current tasks that do not allow you to concentrate on the strategy.

A good tool for visualizing the developed strategies and plans and identifying logical inconsistencies and "gaps" that may not be visible in the "smooth" text.

Lack of a clear methodology for developing roadmaps.

An effective communication tool that explains the needs of the company to its employees, management, customers and all stakeholders, allowing them to realize what the company needs to change in order to achieve overall success, and to participate in these changes.

Lack of educational literature, seminars and trainings in the field of roadmaps.

Established planning practices in the company.

Provides employees with clear guidance on what to do in the event of a change in environment.

The design process allows you to prepare the company's employees for future changes and form proactive teams.

The creation of a roadmap involves many companies united in a consortium or simply belonging to the same industry. At this level, through the roadmap, it is possible to jointly develop new key technologies and products, which makes it possible to avoid excessive funding for the same research area.

To overcome the limitations and barriers to the use of roadmaps in organizations, various authors propose the following activities:

Establishment of a strategic planning department.

Creation of organizational and regulatory support for road mapping within the organization

Training of employees of the strategic planning department in road mapping;

Creation of a strategic monitoring system.

The barriers to the implementation of road mapping include well-established planning methods in organizations, which is caused by conservatism and the lack of a generally accepted road mapping methodology.

Table 3 - Universal methodology for building roadmaps

Stage

Events

1. The stage of defining the problem and setting a strategic goal
  1. Identification of the problem to be solved;
  2. Objective substantiation of the relevance of the problem;
  3. Formation of strategic goals
  4. Objective justification of the profitability of achieving strategic goals

2. Provision stage

    Creation of a working group, selection of a leader;

    1. Material support of the group;
    2. Regulation of the work of the group;
    3. Ensuring that the group has access to all relevant information in the organization.

3. Information gathering stage
  1. Analysis of customer needs;
  2. Analysis of the list of available and required resources;
  3. Analysis of possible technologies for creating a product or providing a service;
  4. Analysis of possible options for manufactured goods or services.

4. Stage of concretization of information
  1. Designation of a specific list of available resources;
  2. Definition of specific technologies;
  3. Identification of specific products produced or services provided;
  4. Identification of target market segments;
  5. Definition of specific types of clients;

5. Stage of graphic design
  1. Arrangement of roadmap elements in order of importance;

  2. Creating chains, namely:

    establishing links between elements that show what resources, using what technologies create a certain product, which, in turn, is sent to a specific market segment for a specific buyer, and what kind of strategic goal this whole process implements.

6. Stage of presentation to management

7. Discussion stage
  1. Highlighting the positive and negative sides of each chain;
  2. An approximate definition of indicators of the benefits of achieving each goal, in value terms.

8. Stage of joint decision-making
  1. The selection of one or several chains as the most effective methods for achieving strategic goals.

Based on the developing external environment, the algorithm proposed by the methodology can be amended in the stages and activities that will most effectively build a roadmap in relation to a particular organization.

The essence of creating project portals is to organize an electronic space that allows you to track the progress of a specific project in real time, as well as to carry out electronic document management for the project. That is, the project portal is an effective system for storing and accessing internal corporate information necessary for project management and project communications by absolutely all project participants. The scheme of interaction between project participants through the project portal is shown in Figure 2.


Rice. 1. Scheme of interaction between project participants through the project portal

The project portal contains a list of ongoing programs, which consist of projects. Inside each project is a roadmap, which is divided into 3 scenarios: optimistic, optimal, and pessimistic. Each of the scenarios involves its own chain of project implementation.

Every project starts in the optimal implementation scenario because the project inputs are always known. Further, as the project progresses, scenarios may change as risk events occur and their results.

When planning a project implementation roadmap, all scenarios must be carefully planned, namely: what inputs are present in the project; what risk events may occur during the implementation of the project, and what are their consequences; what actions should be followed after the occurrence of a particular risk event; and what is the end result. As the actual implementation of the project, its scenario is marked in red. A graphical example of a project roadmap is shown in Figure 3.


Rice. 2. Project roadmap

The main elements of the roadmap are:

Beginning of the process;

risk event;

Action;

Process result.

In general, each element of the roadmap should contain source documents or other objective grounds on the basis of which a management decision is developed. In particular: the element "Beginning of the process" contains information about the available resources at the beginning of the project; "Risk event" contains information about the scenarios that must be applied when a risk occurs; "Action" contains technologies and methods; The Process Outcome element contains information about the end product of the project.

This system will allow centralizing the management decision-making system, get rid of information distortion, and form a document flow of projects. Also, on the basis of already implemented projects, you can create a typical roadmap, when implementing similar projects, this will greatly simplify the process of achieving strategic goals within the organization.

Today, in state bodies, project management methods are just beginning to be introduced. Road mapping based on a system of project portals must also be introduced into the system of interaction between state bodies with each other. This innovation will facilitate the process of interaction in the implementation of identical projects, will reduce both labor costs and, accordingly, material costs. According to the author, the widespread introduction of project portals based on the road mapping method will create a database of projects in various fields of activity.

The project portal allows you to effectively solve organizational, communication and other tasks related to the administration of the organization's project activities, as well as increase the efficiency and timeliness of managerial decision-making. The project portal is an innovative method of interaction between the subjects of any activity, which increases the effectiveness of this interaction.

Summarizing all of the above, it is necessary to conclude that road mapping is an effective method used for organizational development, on the basis of which management decisions are developed and implemented. This method, at present, is not widely popular, as most management personnel try to use established management methods, and, due to their conservatism, do not consider road mapping as an effective management method.

Literature

Research methods [electronic resource]. URL: http://s21.ozersk.chel.fcior.edu.ru/nd/poisk/method_issled.htm (accessed 20.02.2014)

Khvoshchin A.A. Socio-economic forecasting. Tutorial. Tyumen: Tyumen State University Publishing House, 2007.

Road mapping technology [electronic resource]. URL: http://www.unido.org/fileadmin/import/16963_TechnologyRoadmapping.pdf (Accessed 02/23/2014)

Lidin K.L. Variety of building road maps. Irkutsk. 2006.

Dzhemala M. Corporate "road map" - An innovative method of knowledge management in corporations // Russian Journal of Management. 2008. Volume 6. No. 4. S. 149-168.

Manchulyantsev O.A., Pavlycheva E.Yu., Krauzova E.N., Tkacheva A.V. Roadmaps of Russian business: An analytical report on the study. Moscow: Open Innovation Inc. 2012. 64 p.

SWOT.-analysis [electronic resource]. URL: swot-analysis.ru (accessed 03.03.2014)

Brainstorming method [electronic resource]. URL: http://www.metodolog.ru/00072/00072.html (accessed 10.03.2014)

Peregudov F.I., Tarasenko F.P. Introduction to system analysis. Moscow: Higher school, 1989.

Goals of enterprise management [electronic resource]. URL: http://univerlib.ru/page/23-cely-v-upravlenii-3262.html (Accessed 03/10/2014)

Bibliography

research methods. URL: http://s21.ozersk.chel.fcior.edu.ru/nd/poisk/method_issled.htm (date of access 20.02.2014)

Hvoshchin A.A. Socio-economic forecasting. coursebook. Tyumen.: Tyumen State University Publishing House, 2007.

road mapping technology. URL: http://www.unido.org/fileadmin/import/16963_TechnologyRoadmapping.pdf (date of access 02/23/2014)

Lidin K.L. The variety of roadmaps design. Irkutsk. 2006.

Jemala M. Corporate «road map» — innovative method of knowledge management in corporations // Russian Management Journal. 2008 Vol. 6. No. 4. P. 149-168.

Manchulyantsev O.A., Pavlycheva E.Yu., Krauzova E.N., Tkacheva A.V. Road maps of Russian business: analytical report on research. Moscow: Open Innovation Inc. 2012. 64 p.

SWOT-analysis. URL: swot-analysis.ru (date of access 03.03.2014)

Road map - this is a visual representation of a step-by-step scenario for achieving the strategic goals of an enterprise, a scenario for bringing to efficiency or maintaining a stable state of the production process, which is followed by working groups, performing practical tasks for the implementation of "hoshin kanri" (a strategic planning method and a tool for managing complex projects, a quality management system that allows take into account the requirements and wishes of the customer).

The roadmap ensures the management and improvement of each process of the production structure through the application Deming cycle, or PDCA (Plan-Do-Check-Act, i.e. "Plan-Do-Check-Correct / Act"). PDCA is short for scientific method:

  • Plan (define a strategic goal, formulate goal setting);
  • Do (define the main steps (milestones) to achieve the goal);
  • Check (apply Lean tools to control the actions taken, apply management decisions to check the effectiveness of the chosen decisions);
  • Correct / Act (form a standard based on the results of the actions taken, conduct an audit, make adjustments).

Road mapping links the expectation of the idea, strategy and process development plan and builds in time the main steps of this process according to the principle "past - present - future". Roadmaps allow you to view not only likely scenarios and development paths, but also their profitability, which allows you to choose the best ways to achieve in terms of economic efficiency and profitability of enterprises and the process as a whole.

Let's define the reasons why Process Owners should use road mapping tools:

  1. Creating a roadmap is, first of all, effective planning of all areas and factors that are involved in achieving the goal;
  2. Roadmaps include such precise characteristics as time;
  3. The creation of roadmaps helps Process Owners to make sure that at the right time they will have the resources and technologies necessary to implement their strategy and plans;
  4. Roadmaps are the link between the strategy of the Process Owners of the MC, MA and the overall development strategy of the company;
  5. With the help of roadmaps, gaps (shortcomings) are detected in the planning of development milestones by Process Owners, which allows avoiding rather than solving possible problems in the future;
  6. At each stage of the process of creating a roadmap, the focus is on several of the most important aspects, for example: the need of the enterprise and its development dynamics. Thus, it is possible to use time and resources in the most reasonable and rational way. With the help of roadmaps, it is possible to set the most realistic goals;
  7. The roadmap develops a kind of "guide" for managers, thus allowing you to identify intermediate results and adjust areas of activity;
  8. The joint use of several roadmaps makes it possible to strategically use technologies throughout the company, for example, the process of delivering GNO to the Customer’s facility, both employees of LLC TMS-Logistics and employees of LLC NKT-Service are involved in this process, the creation of a single roadmap will allow directing the action of two organizations to achieve one goal;
  9. The creation of roadmaps involves the exchange of information between representatives of various managed companies, departments, Process Owners and other parties interested in achieving the goal. Using a roadmap, you can very easily explain to everyone in which direction the production process is moving, its potential opportunities and prospects;
  10. The process of road mapping forms within the group a common understanding of the development goal and ownership of the development plan;

From the above, it is obvious that the Roadmap makes it possible to predict possible directions for applying the results of the activities of the enterprise as a whole and employees in particular: firstly, from the standpoint of bringing to the efficiency of inefficient processes (that is, to evaluate the role of the Process Owner, the effectiveness of his decisions), and in secondly, from a commercial point of view (to assess the possible economic efficiency of the introduction of this development). The practical experience of enterprises in building a roadmap is in

The problem we are considering here can be formulated in different ways. We can say that we are striving to bring order to the company's business processes, to make them transparent and manageable. We can say that we are creating a process management system, or in other words: we are introducing a process-oriented approach to managing a company.

Whatever you call it, the bottom line is that we want to create working process controls that allow for continuous improvement. We are building an organizational system, and this building must be carried out on the basis of a certain methodology and technology. No one will undertake to build a house or a ship without owning the technology for building the object that needs to be created. “Organization building” is no simpler than engineering. It also has its own laws and rules, the violation of which never goes unpunished. A huge number of unsuccessful projects in the field of “institutional building” is explained precisely by the fact that the work was carried out without an “architectural project” in violation of SNIP (building codes and rules). Therefore, in our work on the implementation of a process approach to management in a company, we will be guided by a strictly defined technology, which is presented in the diagram in the form of a project roadmap. We will follow this map step by step, consistently approaching our goal - the creation of a process management system.

The first point of our "road map" is the identification of the company's strategy. It is necessary to clearly articulate the main principles of the company's activities in its target market, identifying its customers, key values ​​that are significant to consumers and the main differences from competitors. This is important because from these principles follow the requirements for the internal organization of the company, for its processes and structure. It makes no sense to engage in processes without defining who they should serve and what they should be in order to satisfy customers and provide superiority over competitors. All this follows from the market strategy.

The next step is the development of an organizational concept. This is a kind of "architectural blueprint" of our organizational system. It defines the structure and relationship of processes, as well as the main responsibility centers and their functions for maintaining processes.

The organizational concept serves as a basis for identifying processes and developing an organizational structure. These two tasks are solved in close cooperation. In the process of identifying processes, their characteristics are determined: inputs, outputs, clients. suppliers, performers, goals and targets. The executors of the processes are determined in relation to the organizational structure, while the structure itself is specified and detailed.

Using the results of process identification, we can determine performance indicators for performers and form job responsibilities for them. Further, requirements for the positions of performers, remuneration rules related to performance indicators, process regulations and instructions for performers are developed.

This is the sequence of “building” the company's process management system. Violation of this order inevitably leads to the failure of the project and the frustration of both managers and employees.

Each stage of this “road map” will be discussed in detail in our next articles.

It is also important that all this “construction activity” be carried out in the form of a project. That is, according to a clearly defined plan with specific deadlines, responsible executors, control and evaluation of results. The project may cover the processes of the entire company or one of its divisions; this must be determined first. The objectives of the project should be formulated in such a way that measurable criteria for success are defined. It is necessary to answer the question: “What business indicators should be improved as a result of the implementation of the process approach?”. This can be inventory turnover, reduced logistics costs, increased production volumes, or other indicators.

Then, a project team should be formed, which should include representatives of all parties interested in the process: process clients, suppliers, performers and, of course, the process owner. Customer representatives in the company are marketing specialists, suppliers representatives are procurement specialists. If the project covers all the company's processes, the project team should include all top managers.

To prepare a project plan, you must use our "road map", which contains all the main stages of work.

It is important that the official status of the project be established by order of the general director, which defines:

  • Project Manager,
  • The composition of the project team
  • Goals and criteria for the success of the project,
  • project results,
  • Project plan.

In the course of the work, it is necessary to conduct weekly reviews of the results obtained and the problems identified, to develop solutions that ensure further progress.

Many projects die due to poor management. The reasons for the high "mortality" of organizational change are well known. I will name three of the most common.

  1. Lack of attention to the project from the head of the company . When the leader believes that it is enough to assign responsibility and not think about it anymore, then the project uncontrollably "goes to the bottom." No change in an organization can take place without the strong support of management. The leader of the company must demonstrate a relentless will to change, constantly monitor the progress of the project and remove all obstacles in its path.
  2. Low employee engagement . A highly counterproductive approach to process implementation is when business analysts or external consultants develop process regulations and then managers force employees to work according to these regulations. People resist changes that are imposed on them from the outside. The energy of resistance can be transformed into a force for change by getting people involved in process development early on and working with them all the way to the end results. In this case, people consciously and responsibly relate to the implementation of decisions that were developed with their participation.
  3. Wrong methodology for organizational change . Carrying out organizational changes requires special competencies, knowledge of the methods of carrying out changes and the ability to apply them. The methodology for implementing the process approach, outlined in our articles, makes it possible to reduce the risks of this project. To do this, you need to follow the “road map” and our recommendations.

In the following articles of this series, we will discuss in detail each stage of the implementation of a process-oriented approach to managing a company.

Practical guidance on implementing a process approach is provided in the e-learning course How to Build a Process Management System in Your Company.