While reading a book this weekend, I came across an analogy that really made me reflect on how businesses approach change, particularly when it comes to improving processes. In the story, an old man is walking along the beach when he sees a young woman picking up starfish that have washed ashore and tossing them back into the sea. The old man, noticing the thousands of starfish scattered across the beach, says, "There are so many. You’ll never make a difference." Without hesitation, the young woman picks up another starfish, throws it back, and replies, "I made a difference for that one."
As I thought about this, I realised how similar this situation is to how many businesses feel when faced with the challenge of improving processes. The temptation is often to try and fix everything at once, overwhelmed by the sheer number of tasks and changes needed. However, like the young woman on the beach, it’s important to remember that making a difference doesn’t always require tackling everything simultaneously.
Instead, focus on one process at a time. Prioritise the most important processes that can have the greatest impact on your company’s success. By fixing one process, improving its efficiency and value, you’re already making a significant difference. Once that process is running smoothly, move on to the next.
This step-by-step approach not only makes the task more manageable, but also ensures each change is meaningful and sustainable. By focusing on one process at a time, you can gradually transform your organisation and drive real results.
So, much like the young woman on the beach, don’t be discouraged by the enormity of the task ahead. Take it one process at a time, and you’ll see your business transform, step by step.
Alexander Cherednichenko on
Well ) In the case of this young girl, the issue is that 1) she does not know biology well, and saving one will not affect the overall colony if its fate is to demise. And 2) she does not evaluate the resources needed to save the colony, not the one creature. The overall outcome of her actions is clear - dead colony. If she would really want to save something, she gets other people (resources) to help with it, otherwise all her actions bring zero value, but only ego satisfaction.
Now, projecting this to the company, there are two key issues with BPM (based on your story, of course, because there are many more reasons why it does not work). First, it is how BPM is implemented, and it is about Process Maturity development. If you try to implement this on a single process and the whole organization is not ready for this (not mature), your process will be digested by the organization. It as one great person said, 'Culture eats processes on breakfast.' ))
Another issue is resources. Incorrect estimation of resources. The common picture is when you see the process office within the organization with thousands of employees, and this office consists of 2-3 analysts... plus they are usually involved not only in the BPM initiative but also in some ERP projects, ISO projects, etc. The outcome is very transparent.
So, sorry, the story is nice (btw, what is the book's title?), but not about BPM world )