Creating and operationalizing new M&A processes

Let´s assume you have designed a new process and are chartered to implement and operationalize the process. Here are some topics to consider and some questions you should ask yourself.

What is the scope of process design:

- Example scope: tasks, task owners, application systems, organizational design and decision paths, task execution descriptions, process design and task coupling, exception handling and its process design including escalation paths.

What is the origin of process design:

- Driven by task owners or by third parties?

Innovation and disruption potential of new processes:

- Is it a new process for an organization or a change to a current process?

- Even more generally: is it a new business model for a company?

- Are the task owners/departments new to a company?

Automatability and automation questions:

- Can the process be partially automated? Should it be partially-automated or manual?

- Are fully automated processes part of the scope of the study?

What is the starting point for process implementation:

- Does the company that is to execute the processes already exist?

- Do the task carriers (departments, employees, machines, software) already exist?

- Are existing application systems to be used, changed, extended?

- Do the employees have the appropriate skills?

- Will an existing application system be used?

Implementation obstacles and delays

- Is the process, its implementation and the use of application systems subject to works council approvals?

- Is the monitoring of the process subject to works council approvals?

- What influence does the adaptability, the implementation of the adaptation of application systems have on the implementation time?

If you like my way of thinking, please consider the following books and magazines.