This example is about expertise being embedded in processes. We have process owners in our organisation. They write the policies and dictate the process and procedures. They are very valuable people, they know the whole business in detail and they give guidance and direction. When we need to understand a process, the systems, even the connections between systems, we know which process owner we should approach - they are identified according to business function.
Now we're trying to centralise this system and make it easier to identify who to go to for what.
There are good and bad aspects to this practice - once we identify them as process owner, then nobody else will spend the time to know the process as well as they do. Then there is a risk if/when they leave. We just hope our documentation will help in this case.
The process owners have usually got to that position through deep experience in the process previously. We don't have a system for bringing up new people with that level of experience and knowledge.
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There is no need to focus on defining the process. The reason is because the minute you've done this, the definition will already be old ... Rather, focus on cultivating relationships in the context of which expertise and skill about the process(es) will be collectively passed on, developed and kept within the organisation.
ReplyDeleteThank you for commenting Nadejda - can you give us an example of this that you have seen?
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