In historical view companies used process management strategies, in the interface of it and strategy. This approach has a tayloristic character, while responsible departments are not corresponding or acting and controlling across divisions. Decisions are taken in the top of hierarchy without the integration of directly influenced internal factors. The findings by modern science showed that a well prepared and structured communication and integration with the different teams within the organization can lead to success at the end.
The new approach to integrate all influenced members is patency. The TripleM Method is a help to understand the benefits to consider all decision takers also as decision makers when it comes to new strategy development. In the hype of digitalization, a key message of the TripleM method is, that digital business is not the driver, nor the key-success factor, but the enabler to climb up the top charts. 2nd key message of the scientists is, that patency is the key-success factor of companies for the next future.
The TripleM method is for process diagnostics or process modelling in the context of in-house and cross-departmental workshops. This method serves, to close the historically evolved gap between process representation methods and the management capability and hierarchical disputability. This gap was created by the original purpose of conventional description methods, which was primarily not in the management of processes, but in the IT-supported implementation of process improvement. Accordingly, a very complex and complete depiction was essential. But this degraded process management to a tool of an elite circle that, in its Tayloristic character, no longer lived up to the spirit of the times.
TripleM calls for a deliberate reduction in complexity and illustrates the most important process parameters at a glance. This promotes in-house discussion, the cross-departmental acceptance and thus raises the enormous potential.
To complete the model, some other implementations and tools help to make projects easier. While the triple M is based on consistency, the implementation of new processes and projects can be done by the bridge method. It helps to identify processes to trigger and highlight them, identify the information flow and the affectations by the processes. An assessment of the human resource requirements facilitates an optimal assignment to the method Skilled people are scare resources and have to be handled wisely.
The SSM (Soft Systems Methodology) is suitable for treating the complexity and complexity of changes. The process of change management is often started bottom-up, mainly because IT is often the driver of change, because of its technical innovations. However, change management must follow a top-down approach that supports holistic change processes based on the corporate strategy, taking stakeholder interests and framework conditions into consideration.
Sources:
Digitalisation of Value Chains, Andreas Fürst, Gerhard Kormann, IMC FH Krems, 2018
http://www.matheraconsulting.com/en/methods/
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