Efficiency is critical, but where do you start when juggling a million things? Let’s break down the process and roles needed to ensure it’s done right, efficiently, and in a way that makes sense for your organization.
Four key concepts to understand before getting started are Project Triangle, Framework, Glossary, and the RACI model. Below is a summary of each.
Project Triangle: Every project has three competing interests—time, budget, and features. Define the highest priorities and rank them 1, 2, and 3. Adjust as needed throughout the project, but remember that adjustments can increase cost and timeline and reduce features.
Framework: Choose parts of frameworks that make sense for your business. You may have heard about Lean, Agile, and Balanced Scorecards – pick what fits your needs without overcomplicating things. Each provides a method to think about and solve problems (see our next post for more details on choosing the framework). For instance, Lean is great for manufacturing environments where waste reduction is key, while Agile is ideal for software development due to its iterative nature. Balanced Scorecards align what needs to be done with measures of what happened and how it affected the business.
Glossary: Create a glossary of key terms for your business. Make sure everyone is on the same page. Even terms like “Total monthly sales” can mean different things to different people.
RACI Model: Assign roles and enforce accountability. Early and often, communication is key. Clarifying R (Responsible) and A (Accountable) in smaller organizations can be tricky. R can have A, but A’s don’t always have R for that area – it’s more of an oversight role. C is a Consultant, and I is Informed. Changes in roles can affect the project triangle, so try to keep these stable.
Real-World Examples: Over the years, we have found some common areas for improvement. One is refining the quote-to-cash process. This often involves a custom estimating process that starts highly manual, is not widely understood, and has poor visibility. By improving this process, multiple team members can see where the pipeline is, and operations can better understand what sales have committed to. Another common area is consolidating operational data to create meaningful invoices for clients. This often involves consolidating data from multiple entry points and systems. The process is typically manual and high-risk, again with limited visibility. By improving efficiency, there is more controlled transparency, accuracy, and efficiency – and clients are happier to receive richer invoices in a more timely fashion. These are just two examples of common improvements we see.
Starting an efficiency or automation effort can seem daunting, especially when busy. To get started:
- Identify the general area you would like to tackle
- Work with an advisor to choose a practical framework
- Prioritize your efforts with the project triangle
- Clarify roles with the RACI Model
Check out the next blog on this topic, where we dive into some of the different frameworks you can use to work through the efficiencies your organization needs. Ready to get started? Let’s make efficiency happen! Contact us today to learn how we can help you streamline your processes and achieve your business goals.
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