Why do we do processes? When Service Management theory is structured around using them it seems a bit of a basic question, but when they aren’t applied appropriately we can find them shackling both our organisations and how we are perceived. As Johanna Konta finds herself in a Wimbledon semi-final I was struck by something she said in the euphoria of her quarter final win. “I’ve always believed in my own ability and I’ve always dreamt big. But I’m much more process orientated, so I don’t give myself too much time to dream. I’m more focused on the work.” [BBC Sport] Here we have a telling example of how processes are there to do something, but can only help to deliver that dream (or business objective if you prefer!) if they are followed through in a focused manner. It’s not always obvious how our processes align to the business dream that they work towards. And maybe sometimes they don’t. Konta’s success illustrates what can be achieved. Maybe it’s time for a reality check on whether we are putting our efforts into the right processes… and not forgetting to celebrate when processes lead to the fulfilment of dreams.
Richard Horton
Richard Horton is Head of IT Service Management at NIHR RDNCC. He is a former itSMF UK Director with a history of running itSMF groups and events, and is the current Chair of itSMF International.
