In the world of business process analysis, a lot of useful content is written about how to document and improve an existing business process. But this relies on a subtle assumption: that an organization knows what its processes are. Sadly, this isn't always the case. Even the most successful organizations may have grown without putting too much conscious effort into designing their processes - and might not even know definitively what its processes are.
If we want to improve their operations but we don't know how many processes there are, where they operate or who is involved, this can be a real challenge. What do we do then?
In this paper, Adrian Reed shares some practical tips on how to identify and catalogue the business processes in an organization so that they can later be documented and improved.