Dare! Win!

Preface and reader’s guide 3

Why is there a dancer on the cover? 9

 

LEFT PAGES          

 

1 Emma’s Kitchen – from newcomer to a traditional business 10

 

A dream comes true 10

The guests start arriving 14

Who? The answer is always us! 16

Every dish counts! 18

Listen to and try to understand the Lemon! 22

Processes here and processes there – what does it have to do with us? 26

Whose fault is it? Yours! 30

Organisation chart and job descriptions – could that be the solution? 36

Perhaps 1 can turn into 2? 40

Food for thought about process orientation 42

Four steps towards a better functioning organisation 44

Three types of processes 48

Small gets big 52

How did we end up with an egg-cracking unit? 52

What went wrong and how do we get on the right track? 58

We are going to use process orientation! 60

Questions for reflection and discussion 62

 

2 Reaching success – working together towards common goals 64

 

What have we lost and would like to regain? 64

Back to the future – a clearer visionary goal 68

But what do I get out of this? 72

A group leading the change 80

What is process orientation to us and what does the plan look like? 82

This is process orientation to us! 92

Questions for reflection and discussion 94

 

3 Change for success – dare, act and win 96

 

Start of the project Dare! Win! 96

The Dare! Win! rocket takes off 100

The most important processes at Emma’s Kitchen 104

Mapping and presenting processes 110

New and improved processes 116

How do we share the responsibility for the processes? 120

Time to do what we have planned and follow the work procedures 128

The phase without end – removing obstacles to functioning processes 136

Everything works and we know why! 146

We’re never going to arrive – might as well celebrate now! 148

What did we learn? 152

Questions for reflection and discussion 154

 

RIGHT PAGES

 

1 The establishment and challenges of successful businesses 11

 

The foundation of a successful business 11

The employees are the organisation 15

Every organisation has customers 19

Everyone benefits from being customer-oriented 21

Customer feedback is a resource 23

Process – a lot of noise over something which has always existed 25

The use of agreed work procedures 27

The characteristics of processes 29

The idea of division of labour has shaped our organisations 35

Functional orientation brings a number of problems 39

Process orientation – medicine for function-oriented organisations 41

Process orientation has several different effects 45

Services are processes 47

How do lean and process orientation relate? 49

Every organisation has three types of processes 53

The emergence of ‘egg-cracking units’ 53

From separate parts to a whole 59

Process orientation – improving the conditions for well-functioning work 61

 

2 Developing an organisation 65

 

Organisations can be compared to large teams 65

Nothing is ‘ingrained in the walls’ 67

Organisations need to change with the surrounding world 69

The mission statement describes why the organisation exists 71

Do you have to constantly get better? 73

And now even more will be demanded of me… 75

When is the best time to change? 81

Projects to initiate and drive change 83

The beauty of an idea 83

Four steps to process orientation 87

From a process-obstructing to a process-supporting organisation 91

 

3 Dare! Win! – from start to finish 97

 

Running projects for process orientation and change 97

Good enough is almost always good enough 99

‘Wanting to move towards something’ is a good start for change 103

The importance of speed when running change in a changeable world 105

Organisations have to be able to understand their most important processes 107

Process maps are important – if they are good and applied 113

How to read a process map 115

Naming processes and activities 117

Qualities that improve a process 117

The process owner creates the basis for well-functioning work 123

The process manager contributes to the functioning of everyday operations 127

Everyone affects the result – everyone should be included 129

The value of a common way of working 131

The challenging role of the leader to implement a process-oriented approach 137

Typical obstacles to functioning processes and flows 143

How do we know whether the organisation is process-oriented? 153