Many managers believe that the process (or business methodology) is both in place or not; However, many times are not in line with that. Actually, business methodology is always there because it only puts, a process is a way to do something, and there is always a way to do something, whether the process is good or bad. Sometimes business methodologies are formally documented, where other times they don’t. Sometimes business methodologies are flexible and sometimes not.
When a new company just started, managers often believe that they don’t have time to implement the process because they are too busy generating income and breaking. Interestingly, even when companies think they do not have a business methodology, as soon as a company starts doing business, income-income generated, receivables are accepted, bills are paid, employees are employed and compensated. Unfortunately, often this process is not well thought out, documented, measured, flexible, can be expanded, or repeated.
Important process attributes
All business methodologies have important attributes in determining how successful they are in completing work, and completing them well. Some of these attributes include informal, formal, measurable, flexible, expanded, and repetitive business methodologies. This can be defined as follows:
Informal business methodology – The informal process is what happens, and becomes “the way we do things around here,” Often as an agreed way to work between two or more colleagues. The informal process can work well when two or more coworkers work together cohesively, and when no one else is affected by the process regardless of the individual involved. The problem with the informal process can arise when members of the cohesive group began to leave the company or switch to another team, and there was no formal agreed process.
Formal Business Methodology – The formal process is usually a documented procedure. They are often established with agreements between two or more key players, teams, or departments in business, or between different businesses. The formal process must work well to help businesses more efficient and effective. If the formal process is well thought out, documented, and understood, it is likely that expensive errors will occur, because in theory every person understands the process and potential conflict is easier to identify.
A measurable business methodology – a process that can be measured exactly like that – which can be measured for its effectiveness. If it is not possible to measure the process, then it is also impossible to analyze whether they are effective or not, and whether they might benefit from improvement. A good process must be measured overall or in their component part, because some bits of the process can work well, while other bits may benefit from improvement.
Flexible business methodology – a flexible process is one that can be adjusted to fit a number of different situations, or most possibilities that might arise. If a process is not flexible, this can cause major problems for the organization. The process needs to be flexible and adaptable to handle situations that fall outside the norm, without causing problems for business and without influencing revenue negatively.
Expanded Business Methodology – Similar to flexibility, the process needs to be expanded so that it can be adapted for new and new situations that may arise, but also so that they can be increased as businesses become larger. Expandable processes are those who can handle the launch of new products or services and can be easily expanded over time as needed. The process must be expanded so that it can easily accommodate changes in business needs and priorities.