Creating a Process Center of Excellence

About the Service

Processes become outdated for various reasons. New technologies emerge. Competitors launch similar services or products (and they do it better). Legislation and the business environment change. That’s why processes need to be periodically reviewed. But bringing in consultants every time is slow and expensive. It’s more efficient to build this expertise internally.

Every business has what are called “maturity levels.” At level zero, nothing happens with processes. At level four—the most advanced—companies like Toyota, Apple, or Tesla create processes that set new rules for the entire market.

To stay relevant, any business must be open to change. Creating a Process Center of Excellence can help with this.

For Whom
Primarily for large companies with complex internal structures. In such organizations, even a 1% improvement in a key indicator can bring significant financial results.

Often, companies don’t understand how to “align” necessary changes with the current organizational structure. The main goal is to make process improvements not a one-time event, but a systematic change. Setting up a meta-process that governs all others.

To achieve this, it’s better to position the Process Center of Excellence outside the usual organizational structure: it should report directly to the CEO and work independently from other departments.