Four Definitions of Success: Internal Process

Four Definitions of Success: Internal Process
Internal Process

Internal Process

When you envision success, what is it that you see? Do you picture revenue growth and profit margins? Then your definition of success will primarily focus on Financial Measurement. Do you imagine your company as a trusted advisor to your customers, dedicated to building relationships with individuals that will last 10, 20, or 30 years? Then your definition of success will most likely gravitate towards Customer Experience

However, if when you think about success, you foresee internal excellence, your company exceeding expectations in all processes, decisions, and unified actions across the board, then your definition of success will be defined by a third characterization: 

Internal Process 

Even with the end goal of superior Internal Processes in mind, the proper course between where you currently stand and where you need to be probably remains unclear. Unfortunately, when it comes to taking a hard look at internal processes to determine where improvements can be made, you will often come up against some major barriers. 

These internal barriers are usually the result of a fear of change because change can be challenging and often unpredictable. Change requires unified action towards improvement, day-to-day accountability on all levels, and acknowledgment of the need to remove sacred cows. 

Fact: If you want to dramatically improve your companys internal processes, and achieve the success youve personally envisioned, there will be no room for sacred cows. But well discuss this in greater detail later. 

Focus on the Input/Output Metric 

You see, every process exists to produce something, otherwise, whats the point of dedicating time and energy to doing it in the first place? If you truly want to improve internal processes, the most important thing you should be evaluating is how much you put into it relative to how much you got out of it. You need to look at each process critically, determining whether or not it gears towards high level success or if it falls flat at surface level engagement.

The philosophy is that if it a process cant be completely eliminated, then there is probably some way to do it better, some method by which to reduce error rates, increase response time, and upgrade the processes of the company, by making them leaner and more efficient, in any and every way possible.

Also, this doesnt begin from the top down, but from the bottom up. Instead of focusing simply on whats under corporate or division control, it also goes even further to include the processes that are under team and department control. If a watchmaker needs to repair a watch, he wont simply examine the larger movements to discover the problem areas, hell examine each of the cogs individually, no matter how small, to ensure that each are operating smoothly. Internal Processes, like the individual gears of a watch, ought to be treated with the same level of scrutiny. 

How to Get Started 

Yet, even knowing this, unless you are well-staffed with analytics experts and process gurus, determining how to get from A to B may not be something you can realistically do on your own if you want to see desired results. To achieve success in internal process, youll need to implement a streamlined, customizable philosophy of continuous improvement which promotes company high-performance, and not only adjusts what a company does internally, but helps to explain why it does it. 

Brookeside has the tools and resources you need to help you chart your unique course towards peak-capacity internal processes. So if this is the destination you have in mind, we can help you get there.

Contact us today to find out more. 

Does your overarching definition of success gravitate towards internal process or some combination of the metrics we’ve already mentioned? Don’t hesitate to let us know in the comments.

Tom Cates is the Founder and President of The Brookeside Group and the inventor of SalesEquity.com™. Prior to founding Brookeside, Tom held senior positions at Mercer Management Consulting and IBM. He has contributed to three management and marketing books and is working on a fourth. Tom holds a BAE from Pennsylvania State University and an MBA from The Wharton School of the University of Pennsylvania.

0 Comments

Leave a reply

Your email address will not be published. Required fields are marked *

*

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>