Processes that work: How efficiency and acceptance go hand in hand

Processes are the backbone of every company - it can't run without them. However, if they are not well thought out, they can quickly become a stumbling block, because what should actually help to create a meaningful structure becomes a nuisance.

The problem often lies not in the processes themselves, but in the lack of acceptance among the people who use them on a daily basis. After all, people don't like doing what they have to do without conviction - and what they don't like doing is usually done half-heartedly and badly.

The trick is therefore to design processes in such a way that they not only function smoothly, but are also accepted. But how do you achieve this?

Diversity or uniformity?

Processes must be neither too complex nor too simple. A process for every little thing? That's too much! But to pack everything into one process? Just as problematic. You need to find the golden mean: Processes that are clearly structured, easy to understand and, above all, manageable. Sometimes less is actually more - but not always.

Take the time to define exactly which processes you really need and how you can structure them sensibly.

Parallel or serial?

Have you ever asked yourself whether your processes always have to be linear? Tasks can often be edited in parallel, which saves time and gets you to your goal faster. The challenge is to take a closer look: Where does it make sense to complete tasks simultaneously? And where does a sequence actually bring more clarity and security?

Take a look at the individual processes and check which tasks need to be completed in which order - and which can be edited in parallel.

Inspection frequency: timeliness meets efficiency

One point that is often overlooked is the frequency of audits. Of course, current data is essential, but constant audits can slow systems down. Find the right balance between timeliness and performance - this will keep your workflow reliable and your system efficient.

Check how many audits really make sense and reduce them to a minimum.

Acceptance starts with meaningfulness

People only accept processes if they make sense. Nobody likes unnecessary tasks or unclear instructions. The following applies here: Be clear and understandable. Show why certain steps are necessary - and consistently remove anything that does not add any real value.

Involve those involved and explain to them why the processes should be carried out in this way. You may find that one or two tasks should actually be changed.

Messages that really help

Messages are both a curse and a blessing: too many and nobody pays attention, too few and important tasks get lost. The trick is to provide targeted information: Who needs to know what and when? In particular, tasks that depend on others should be communicated clearly to avoid unnecessary delays.

The following applies to notifications: as little as necessary, as clearly as possible and always only to those affected.

Flexibility through user groups instead of individual assignments

Employees are sometimes on vacation, sick or simply busy. To ensure that processes still work, it makes sense to assign tasks to user groups rather than individuals. This keeps the system flexible - and nobody has to worry that a process will come to a standstill just because someone is not available.

Define user groups and define roles within the groups. Only one person can wear the hat!

If you follow these recommendations, you can make your processes more efficient and significantly increase user acceptance. A clear structure, sensible distribution of tasks and a well thought-out notification strategy are the keys to success.

Software manufacturers have recognized how important it is to establish processes and map them clearly. This is why modern solutions for project management or newsletter distribution, for example, usually include such a function. At crossbase, workflow management supports users in the creation of processes relating to product data.