A BIT MORE ORGANISED

Your business has survived the first couple of years and is still viable (well done, that’s a great achievement). You were a one man show and now there are three of you and the odd sub-contractor when things get really busy.

But, everything is still done in your head. Your business is still small, so you are getting by like this where you seem to intuitively know how things are going – what’s been done well and those things that perhaps aren’t.

You also know that it’s time to expand and perhaps keeping all of the business processes and operational information in your head is not such a good idea.

So, decision made, you need to put some decent business processes into place.

Business processes – where do you start?

• Do you rush out and by the latest and greatest software package available?
• Do you hire in a consultant to examine how you operate and what you need to consider?
• Does the very thought of “process” make your blood run cold or create an image of countless documents and time wasting?

If you’ve worked in big companies in the past, you will be familiar with the concept of business processes and perhaps even have some ideas that you could be apply. You also probably feel that the processes were too intense and that they were often unnecessary.

If you have had this experience, then you are at an advantage. You know how business process can help – but also how it can interfere with operations and make things ineffective. You won’t make this mistake with your own. If you have not been fortunate (unfortunate perhaps) to have been exposed to solid, industrial scale process – then just understand that process is good, but not so much that it creates more work than it solves.

Start small. Look at a particular area where you feel that you need to start “industrialising” what you are doing. Pick an area that is actually running reasonably well. This will give you the confidence then to start on tougher areas.

Consider why you want to create the business process and what you want to get out of it.

• Consistency of approach in customer delivery?
• Consistency of approach in internal communications?
• Effective management reporting that is timely and accurate?
• A more robust customer support function?
• A properly formulated and executed sales strategy?

The list goes on, but the key point to take is the “what and why” of your business process. The “how” comes afterwards in the shape of anything from a simple document pinned to your desk depicting a flow chart (it’s a start) through to a fully documented process document and/or a relevant software package.

Keep it really simple initially. Software can help, but only if you know what you want. If you are unsure, work with your process ideas first and once they seem to be there – then examine the software that can expedite that process for you and make it more efficient i.e. save you time and effort.

What advice would you give to people who are going through growing pains and know they need some business process?

Photo: avlxyz