Increasingly organisations are looking to consolidate, simplify and streamline their processes. Often multiple versions of very similar processes exist, and there can be benefit in bringing those processes together. Yet when we do so we may face resistance. In this article, Adrian Reed outlines an approach for creating a common, unified process, and discusses the importance of using a shared notation.

Increasingly organisations are looking to consolidate, simplify and streamline their processes.  Often multiple versions of very similar processes exist, and there can be benefit in bringing those processes together.  Yet when we do so we may face resistance.  In this article, Adrian Reed outlines an approach for creating a common, unified process, and discusses the importance of using a shared notation.

There are many reasons why an organization might look to model its processes. One common reason is to investigate and implement unified (common) processes across different parts of the organization, or potentially even across different geographic locations. The logic here seems very sound. Taking an example, why would an organization need three different versions of a procurement process, surely it could compare all three, extract the best bits of each and create a shiny new, combined process that works more effectively and efficiently for everyone?