Hello, this is the first article on the topic how to get organzational buy-in to process. This matters a lot, and is the are that usually either fails, or is overlooked with implementing new and better processes within a company. A lack of corporate participation, or Buy-In is the single most responsible reason that process overhauls fail. Or leave end users less than satisified, even if they are better off than before.
A lack of corporate participation, or Buy-In is the single most responsible reason that process overhauls fail.
Getting everyone across the organization to buy-in to process, it’s value, and make it part of your culture is key.
As noted in the Introduction to Process article, processes work on the principle that other processes are in place to support the overall set of systems. Processes thrive when everyone is actively participating in them. Ensuring they are working complimentary to each other is where significant benefits are. This is where buy-in comes into play.
What am I referring to with buy in
There are mutiple levels to acheiving buy-in regarding process inprovements within an organization. I will assume you are starting from little to no buy-in. While just getting everying on board within a department is a great start. Getting multiple groups to invest in process even more significant. However, getting everyone across the organization to buy-in to process, it’s value, and make it part of your culture is key. Then you can work to get full participation across business units. Integrated those process and benefit from synergies from those integrations. This is hard. They key to all of this, is showing real value to come from what is a heavy up-front investment. Some key points to keep in mind as we move foward with this series.
Key Points:
- Getting buy-in from your own team/group is the best place to start. Once your team is up and running with new/improved processes, you’ll eventually be able to show value to other groups.
- Be a leading participant, don’t just dictate a “do as I say” mentalty.
- Acknowledge there is a some hard work up front, and the team might not see gains right away. Try to find small victories along the way.
- You’ll probably start in Engineering, you must work to get acceptance within the company that process is not “just an engineering” responsbility
- Processes are not a “deliverable”, it’s ultimately a culture, if you are just meeting an objective through process, you are missing out on a large part of the benefits, even if you have tangible beneifts from it. (such as, we can now sell to customer x, we are CMMI level 2 certified).
You will have to be the process champion for the company, and you’ll have to find generals to champion with you in other groups to really make meaningful and long lasting change. This series will continue to give you ideas, tips, and case studies to help you along the way. Like it or not, this has a lot more to do with people skills than technical expertise.