企业成熟度及流程成熟度模型

企业成熟度及流程成熟度

一、 企业成熟度

英文 E1 E2 E3 E4 Leadership Awareness The enterprise's senior executive At least one senior executive deeply The senior executive team views the The senior executive team sees its team recognizes the need to understands the business process enterprise in process terms and has own work in process terms and improve operational performance concept,how the enterprise can use it developed a vision of the enterprise perceives process management not but has only a limited to improve performance,and what and its processes as a project but as a way of managing the business. understanding of the power of is involved in implementing it . business processes Alignment The leader ship of the process A senior executive has taken There is strong alignment in the People throughout the enterprise program lies in the middle leadership management ranks of,and responsibility senior executive team regarding exhibit enthusiasm for process the process program.There is also a management and play leadership network of people throughout the roles in process efforts enterprise helping to promote process efforts . Behavior A senior executive endorses and A senior executive has publicly set Senior executives operate as a team, The invests in operational stretch commit performance goals improvement members of the senior in manage the enterprise through its executive team perform their deep in the process program. strategic planning on processes.,and develop new business opportunities based on high-performance process through vision and for,the process program. customer terms and is prepared to processes,and are actively engaged own work as processes ,center resources,make changes,and remove road blocks in order to achieve those goals. Style The senior executive team has The senior executive team leading The senior executive team has The senior executive team exercises started shifting from a the process program is passionate delegated control and authority to leadership owners and process as the key tool for change performers performers and control is suppliers is common-place top-down,hierarchical style to an about the need to change and about process open,collaborative style process influence rather than command and Culture Teamwork Teamwork is project The enterprise commonly uses Teamwork is the norm among Teamwork with customers and cross-functional project teams for process improvement efforts commonplace among managers focused,occasional, and atypical.

Customer Focus There is a widespread belief Employees realize that the purpose Employees that customer focus is of their appreciation of what that means There is also uncertainty and conflict about how to meet customers' needs. Responsibility Accountability for results rests Frontline personnel begin to take Employees feel accountable for Employees feel a sense of mission with managers. Attitude Toward Change Expertise People ownership of results are prepared enterprise results. in serving customers and achieving ever-better performance There is growing acceptance in Employees make modest change performed redesign for Employees are ready for major Employees recognize change as inevitable and embrace it as a regular phenomenon and large-scale change management and skills in process redesign and enterprise transformation implementation,project management,program management,and change management are present across the enterprise A formal process for developing and maintaining that skill base is also in place Methodology The enterprise uses one or more Process redesign teams have The enterprise has developed and Process management and redesign methodologies incremental improvements for solving access to a basic methodology for standardized a formal process for have become core competencies and process redesign and has integrated it are embedded in a formal system with a standard process for process that includes environment scanning, improvement change planning,implementation,and process-centered innovation process execution prob lems and making process redesign the enterprise about the need to significant change in how work is multidimensional change work is to deliver customers excellence experience important,but there is limited extraordinary customer value understand demand and a that Employees focus on collaborating uniform with trading partners to meet the seamless needs of final customers. A small group of people has a A cadre of experts has skills in A cadre of experts has skills in Substantial numbers of people with deep appreciation for the power process of processes. implementation,project management,communications,and change management

Governance Process model The enterprise has identified The enterprise has developed a The enterprise process model has The enterprise has extended its some business processes. complete enterprise process been communicated throughout the process model to connect with those prioritization,and architectures Accountability Functional responsible performance,project for improvement projects managers are Process owners have accountability Process owners share accountability A process council operates as the for for individual processes, and a for the enterprise's performance managers steering committee is responsible for the enterprise's overall progress with processes senior most for management share enterprise committees body;performers accountability established is linked to uses the model in strategy model,and the senior executive enterprise,is used to drive project of customers and suppliers.It also team has accepted it enterprise-level technologies and data development performance;and the enterprise has steering with customers and suppliers to drive inter enterprise process change Integration One or more groups advocate An informal coordinating body A formal program and support possibly distinct provides operational techniques improvement management needed while a management Process owners work with their enterprises to drive program office , he aded by a chief process counter parts in customer and steering officer, coordinates and integrates all supplier council integration manages issues.The interprocess enterprise committee allocates resources for process projects, and a process interenterprise process integration process redesign projects. manages and deploys all process improvement techniques and tools in an integrated manner

中文 Leadership 领导力 Awareness 了解 The enterprise's senior executive At least one senior executive deeply The senior executive team views the The senior executive team sees its team recognizes the need to understands the business process enterprise in process terms and has own work in process terms and improve operational performance concept, how the enterprise can use it developed a vision of the enterprise perceives process management not but has only a limited to improve performance, and what is and its processes 高管层从流程角度来审视企业，并为企业及其流程制定了愿景。 至少有一名高管深入理解业务流程概念，知道企业可以如何用业务流程来提高绩效以及流程实施会涉及哪些方面。 as a project but as a way of managing the business. 高管层从流程角度来审视自己的工作，并将流程管理视为管理企业的一种方式，而不仅仅是一个项目。 understanding of the power of involved in implementing it . business processes 企业高管层意识到有必要改善运营业绩，但对业务流程的作用的认识有限。 Alignment 协调 The leadership of the process A senior executive has taken There is strong alignment in the People throughout the enterprise program lies in the middle leadership of, and responsibility for, senior executive team regarding exhibit enthusiasm for process management ranks 由中层管理层人员领导流程项目力 the process program， 由高管来领导流程项目，并对此负责 the process program. There is also a management and play leadership network of people throughout the roles in process efforts enterprise helping to promote process 企业各级员工都对流程管理表现efforts . 高管层对流程项目的看法高度一致。企业各层都有许多员工协助推动流程再造。 出极大热忱，并在流程再造中发挥领导作用。

Behavior 行为 A senior executive endorses and A senior executive has publicly set Senior executives operate as a team, The invests in operational stretch commit performance goals improvement 由一位高管支持并适当参与流程改进 members team of the senior their in manage the enterprise through its executive deep in the process program. 流程管理企业，并积极参与流程项目。 perform customer terms and is prepared to processes,and are actively engaged own work as processes, center resources,make strategic planning on processes., and develop new business opportunities based on high-performance process 高管层成员以流程方式开展自己的工作，以流程作为战略规划的重心，并在高绩效流程的基础上发掘新的商业机会 changes, and remove road blocks 高管们以团队形式开展工作，通过in order to achieve those goals. 由一位高管从客户利益出发已经公开设定长远的流程绩效目标，并准备投入资源，进行深刻变革，排除障碍，以达成这些目标。 Style 风格 The senior executive team has The senior executive team leading The senior executive team has The senior executive team exercises started shifting from a top-down, the process program is passionate delegated control and authority to leadership hierarchical style to an open, about the need to change and about process collaborative style 该高管层开始由自上而下的层级管理风格向开放、合作的风格转变 process as the key tool for change 领导流程项目的高管深信变革的必要性并将流程作为变革的关键工具。 owners and performers 高管层将控制权和职权授予流程负责人和流程执行者 control 高管层通过愿景和影响力而不是命令和控制来发挥其领导力 through vision and process influence rather than command and Culture 文化 Teamwork 团队合作 Teamwork is project focused, The enterprise commonly uses Teamwork is the norm among Teamwork with customers and occasional, and atypical. 团队合作只见于项目工作中，其cross-functional project teams for process improvement efforts 以实施改进项目 performers and is suppliers is commonplace 与客户、供应商进行团队合作已是屡见不鲜 commonplace among managers 团队合作是流程执行者惯常方式，在管理者中间也是司空见惯。 他场合很少进行并非常规活动。 企业内普遍采用跨职能项目小组

Customer Focus 客户至上 There is a widespread belief Employees realize that the purpose Employees that customer focus is important, of their work is to deliver customers excellence experience 员工认识到客户需连贯的卓越服务和无缝式服务体验 but there is limited appreciation extraordinary customer value of what that means There is also 员工认识到，他们工作的目的是为uncertainty and conflict about 了创造卓越的客户价值 how to meet customers' needs. 员工普遍认识到客户至上的重要性，但对于其内在含义却不甚了解，在如何满足顾客的需求问题上也存在不确定性和意见分歧。 Responsibility Accountability for results rests Frontline personnel begin to take Employees feel accountable for Employees feel a sense of mission 责任 with managers. 由管理者对结果负责 ownership of results 一线人员开始对结果负责 enterprise results. 员工觉得自己对企业的经营结果负有责任。 in serving customers and achieving ever-better performance 在服务客户和持续提升绩效上有一种使命感 Attitude Toward Change 对变革的态度 There is growing acceptance in Employees make modest change 企业内部逐渐接受进行适度变革的必要性 performed 员工准备好对工作方式进行重大变革 are prepared for Employees are ready for major Employees recognize change as inevitable and embrace it as a regular phenomenon 员工认识到变革是不可避免的，并认为这是一种正常现象 员工准备好迎接重大的多层面变革 understand demand and a that Employees focus on collaborating uniform with trading partners to meet the seamless needs of final customers. 员工致力于与交易伙伴们进行合作，以满足最终客户的需求。 the enterprise about the need to significant change in how work is multidimensional change

Expertise 专业技能 People 员工 A small group of people has a A cadre of experts has skills in A cadre of experts has skills in Substantial numbers of people with deep appreciation for the power process of processes. redesign and large-scale change management and skills in process redesign and project enterprise transformation 企业转型方面的技能 implementation, management，program management, and change management are present across the enterprise. A formal process for developing and maintaining that skill base is also in place 整个企业有大量员工拥有流程再造、实施、项目管理、计划管理和变革管理方面的技能。企业还建立了一个发展和保持该技能基础的正式流程 Methodology 方法 The enterprise uses one or more Process redesign teams have The enterprise has developed and Process management and redesign methodologies incremental improvements 企业使用一种或多种方法来解决执行问题和并逐渐地改善流程 for solving access to a basic methodology for standardized a formal process for have become core competencies and process redesign and has integrated it are embedded in a formal system with a standard process for process that includes environment scanning, improvement 企业建立了一个正式的、标准化的流程再造模型，并将其与流程改进的标准程序进行整合。 change planning, implementation, and process-centered innovation 流程管理和流程再造已成为核心能力，并已纳入一个正式的系统中，这个系统包括企业环境分析，变革规划、变革实施和以流程为中心的创新 process 流程再造小组拥有基本的流程再造方法 execution problems and making process redesign project implementation, change management 有一群专家拥有流程重组、实施、项目管理、沟通和变革管理等方面的技能。 只有一小群人深知流程的作用。 management, communications, and 有一群专家拥有大规模变革管理和

Governance 治理 Process model 流程模式 The enterprise has identified The enterprise has developed a The enterprise process model has The enterprise has extended its some business processes. 企业已经有了一些业务流程。 complete enterprise process model, been communicated throughout the process model to connect with those and the senior executive team has enterprise, is used to drive project of customers and suppliers.It also accepted it 企业开发了完整的企业流程模式，并得到高管层认可 prioritization ,and is linked to uses architectures 企业流程模型已传达到整个企业，用来排定项目的优先次序，并与企业层面的技术和数据架构进行连接 Accountability 责任 Functional responsible project managers for managers are Process owners have accountability Process owners share accountability A process council operates as the seniormost management body; for steering committee is responsible 流程负责人对公司绩效也负有责任 for the enterprise's overall progress with processes 流程负责人对单个流程负责，指导委员会对的流程的整体进展负责。 performers share accountability for enterprise performance; and the enterprise has established steering committees with customers and suppliers to drive interenterprise process change 流程委员会是最高管理机构，流程执行者也对公司绩效负责，企业与客户和供应商共同组建指导委员会以推动跨企业的流程变革 the model in strategy enterprise-level technologies and data development 企业扩展其流程模型，与客户和供应商的流程相连接。并在流程模型的基础上制定战略 performance, for individual processes, and a for the enterprise's performance improvement projects 职能经理对绩效负责，项目经理对改进项目负责

Integration 整合 One or more groups advocate An informal coordinating body A formal program and support possibly distinct provides operational techniques 一个或多个群体倡导和支持各种不同的运营改进方法 improvement management needed while a management Process owners work with their in customer to and drive enterprises program office, headed by a chief process counterparts steering officer, coordinates and integrates all supplier council manages committee allocates resources for process projects, and a process interenterprise process integration process redesign projects. 有一个非正式的协调机构负责必要的项目管理，指导委员会则负责为流程再造项目配置资源。 interprocess 流程负责人与客户及供应商企业integration issues. The enterprise 的流程负责人合作，以推动跨企业manages and deploys all process 流程整合。 improvement techniques and tools in an integrated manner 有一个正式的项目管理办公室，由首席流程官人负责协调和整合所有的流程项目。有一个流程委员会负责管理流程整合问题。企业从全局层面管理和部署所有的流程改进方法和工具。

二、流程成熟度

P1 P2 P3 P4 流程设计 目标 流程并非从头至尾重新设计。流程从头至尾进行了重新职能经理主要利用原先的流程设计改善部门绩效水平 背景 对流程的输入、输出、供应商和客户进行了界定 设计以优化流程绩效 对流程客户的需求有所了解并已达成共识 流程负责人与其他衔接流程的负责人已就预期流程绩效达成共识 流程负责人与客户和供应商处衔接流程的负责人已就预期流程绩效达成共识 为了优化企业绩效，流程设计考虑了与企业内其他流程和IT系统的匹配 为了优化跨企业流程绩效，流程设计考虑了与客户和供应商流程的匹配

记录 流程记录主要在部门内进行，流程设计有从头至尾的全但同时关注到公司内参与流程执行的各部门之间的关联 程记录 流程记录描述了该流程与其他流程的衔接状况，以及对其他流程的期望，并将该流程与企业的系统和数据架构连接 流程执行者 知识 执行者能讲出所执行流程的名称并可指出流程绩效的关键衡量指标 执行者能够描述流程的整个运行过程，了解他们的工作会如何影响到客户和流程中的其他员工以及流程的绩效，也知道目标绩效和实际绩 技能 行为 执行者善于运用解决问题和改进流程的方法 执行者在一定程度上对流程负责，但主要还是忠于其所在部门 流程负责人 身份 流程负责人是以非正式的方式负责流程绩效改善的某个人或某群人 活动 流程负责人能够界定和记录流程并与执行者进行沟通，同时发起一些小型的变革项目 权力 流程负责人游说大家采用新的流程，但只能鼓动部门经理进行流程变革 执行者善于团队合作和自我管理 执行者会努力遵循流程设计，正确执行流程，并尽心配合流程的其他执行者有效开展工作 企业领导层设立了一个正式的流程负责人职位，并指派有影响力和威信的高级经理担任 流程负责人能清晰地阐明流程的绩效目标和未来远景，推动流程再造和流程改进活动，制定实施计划，确保流程按设计执行 流程负责人可以组建一个流程再造小组并实施新的流程设计，对流程的技术开发预算也有一定的控制权 流程负责人控制支持流程的IT系统以及任何会改变流程的项目，并对人事任命和人员评估，以及流程预算有一定的影响力。 流程负责人控制流程预算并对人事任命和人员评估有很大的影响力 流程负责人和其他流程负责人合作、流程负责人为流程制订滚动式战略计划，参与企业整合所有流程，以实现企业目标 层面的战略规划，并客户和供应商的流程负责人合作，发起跨企业间的流程再造活动。 在时间分配、精力投入和个人目标上流程负责人优先考虑流程 负责人是企业最高决策层的成员 执行者善于制定业务决策 执行者努力确保流程产生预期结果，执行者善于查找流程中出现的问题苗头，并提出流帮助企业实现目标 程改进方案 执行者善于管理和实施变革 执行者熟悉基本的业务概念和企业绩效的动因，也能够描述他们的工作是如何影响其他流程和企业绩效 执行者熟悉企业所处的行业及及其发展趋势，也能够描述他们的工作如何影响跨企业流程的绩效 流程设计电子化支持了流程绩效和管理的改进，并为环境变化和流程再造的分析提供依据

支持流程的基础设施 人力资源 对于流程工作中有助于优化部门业绩和解决部门问题的行为，部门经理予以奖励 信息系统 由原来分散的传IT系统支持流程运行 构建一个基于各部门IT系统的整合体系，以支持流程运行 流程设计决定了职责范工作培训往往根据流程记录来设计 流程测评指标 定义 使用 流程有一些基本的成本和质量衡量指标 管理者利用流程衡量指标跟踪流程绩效，查找绩效不佳的根源并推动部门的业绩改善 根据客户要求，为整个流程制定衡量指标 管理者利用流程衡量指标业内最佳绩效和客户需求进行比较，并设定绩效目标 根据企业战略目标制定流程衡量指标以及跨流程衡量指标 管理者以衡量指标来引导和激励流规则，用于流程的日常管理 管理者定期评估和更新流程衡量指标和目标，并用于战略规划 根据跨企业流程目标来制定流程的衡量指标 有一个集成式IT系统来支持流程。该系统根据流程需要设计，符合企业标准，支持流程运营 招聘、培养、奖励和认可制度都基于相平衡 招聘、培养、奖励和认可制度都注重强化企业内部和跨企业的合作、个人学习和组织变革的重要性 支持流程的IT系统采用模块化架构，符合跨企业沟通的行业标准 围、、工作描述和能力要求、流程的需求和结果，并与企业的需求将自己的绩效与行业基准、程执行者，并根据衡量指标制定管理 P1 P2 P3 P4 Design Purpose The process has not been The process has been The process has been designed to fit The process has been designed to fit with designed on an end-to-end redesigned from end to end with other enterprise processes and customer and supplier processes in order to basis. Functional managers in order to optimize the with the enterprise's IT systems in optimize inter-enterprise performance use the legacy design enterprise's performance order to optimize its performance primarily as a context for functional improvement Context The process's inputs, outputs, been identified The needs of the process's agreed upon The process owner and the owners of The process owner and the owners of customer the other processes with which the process interfaces have established mutual performance expectations. and supplier processes with which the process interfaces have established mutual performance expectations suppliers, and customers have customers are known and performance

Documentation The documentation of the process is primarily functional, but it identifies the interconnections among the organizations involved in executing the process. Performers Knowledge There is end-to-end The process documentation of the describes the process’s interfaces with, and expectations of, other processes and links the process to the enterprise's system and data architecture An electronic representation of the process design supports its performance and management and allows analysis of environmental changes and process reconfigurations documentation process design Performers can name the Performers can describe the Performers are familiar both with Performers are familiar with the enterprise's process they execute and process's overall flow;how fundamental business concepts and industry and its trends and can describe how their identify the key metrics of its their performance work affects with the drivers of enterprise work affects interenterprise performance customers, other employees performance and can describe how in the process, and the their work affects other processes process's performance; and and the enterprise's performance the required and actual performance levels. Skills Pe r f o r me r s a re sk il le d i n p r o b le m so l vi n g a n d p r o ce s s mprovement techniques P e rf o r me r s a r e s ki ll ed in t e a mw o r k a n d se l f- m an a g e -ment Performers are skilled at business Performers are skilled at change management and decision making change implementation Behavior Pe r f o r me r s h a ve s o P e rf o r me r s tr y t o me al le g i a nc e t o t h f o ll o w t h e p r o ce s s e p r o c es s , b u t ow e p d e s ig n , pe r f o r m i t t h e ir f u n c ti o n . i n wa y s t h a t wi ll e n a b le o t h e r p eo p l e wh o e x e cu t e t h e p ro c e ss t o d o t h e ir w o rk e f f e ct iv e ly P e r f or m e rs s t r iv e t o e n P e r f o r me r s lo o k f o r si g n s th a t t su r e t h a t t h e p r o ce s s d h e p r o c e ss s ho u l d c h a n g e , a n d th e liv e r s th e r e su l t s n e e d e d e y p r o p o se i mp r o ve m e nt s t o t h e se 's g o a ls r im a ry a l le g ia n c e t o co r r e ct ly , a n d w o rk t o a c h ie v e t h e e n t e rp r i p r o c es s .

Owner Identity Th e p ro c e ss o w ne r is E n te r p r is e l e ad e r s T h e p r o ce s s co m e s f i r st T h e p ro c e ss o wn e r i s a m em b e r o a n i nd i vi d u a l o r a g r h ip h a s c re a t e d a n f o r t h e o w ne r in t e r ms o f t h e e n t er p r is e 's se n i o r mo st d ec ou p in f o r ma ll y ch a r g e o f f ic ia l p r o ce s s o f t i me d wi th im p ro v in g t h wn e r r o le an d h a e p r o c e ss 's p e r f o r ma s f i ll e d t h e p o si ti o n ce n wi t h a s e n io r ma n a g e r wh o h a s c lo u t a n d c r e d ib il it y Activities Th e p ro c e ss o w ne r T h e p r o ce s s o w n e r a id e n t if ie s a n d d o c r ti cu l a te s t h e p r o ce um e n ts t h e pr o c e ss , s s's p e r f o rm - a n ce g co mm u n ic at e s i t t o o a l s an d a v is io n a ll t h e p e r f o rm e rs , o f i t s f u t u r e ; sp o n a n d sp o n so r s s ma ll - so r s r e d e si gn a n d im sc a le c h a n g e p r oj e ct p ro v e me n t e f f o r ts ; s p la n s t h ei r i mp le m en t a t io n ; a n d e n su r e s co m p lia n c e w it h t h e p r o ce s s d es ig n . Authority Th e p ro c e ss o w ne r T h e p r o ce s s o w n e r T h e p r o ce s s o wn e r c o nt lo b b ie s f o r t h e p r o ca n co n ve n e a p r ce s s bu t ca n o n l y en oc e ss r e d e s ig n t e am su p p o r t t h e p r o ce s s a n d c o u r ag e fu n c t io n a l a n d i mp le m e n t t h e a n y pr o j e ct s t h at ch a n g ma n a g e rs t o m a ke n e w d e s ig n a n d ha ch a n g e s. s s o me control o v e r t he t e ch n o lo g y b u d g e t f or th e p ro c e ss . e t h e p r o ce s s a n d h a s so m e i nf l u e nc e o v e r p e rs o n n e l a s si g n me n t s a n d e v a lu a t io n s a s we ll a s t h e p r o ce s s's b u d g e t. T h e p ro c e ss o wn e r c o n t ro l s t he in f lu e n c e o ve r p e r s o nn e l a s si g nm e n ts a n d e v a lu a t io n s r o ls t h e I T s ys t e ms t h at p r oc e ss 's b u dg e t and e x e r t s s t r o ng T h e p r o ce s s o wn e r wo r k T h e p ro c e ss o wn e r d e v e lo p s a r s wit h ot h e r p r o c es s o wn o ll in g st r a te g i c p la n f o r t h e pr o e r s t o i nt e g r a t e p r o ce s se c e ss , pa r t ic ip a t e s in e nt e r p r is e -l s t o a c hi e ve th e e nt e r p e ve l s t ra t e g ic p l a n n in g , a n d co l la r is e 's g o a l s. b o r a te s w it h h i s o r h er co u n t e rp a r t s w o r ki n g f o r cu s t om e r s a n d su p p li e r s t o sp o n so r i n t e r- e n t e r p r is e p r o ce s s- r e d es ig n in it i a ti ve s . is io n - ma k in g bo d y.

Infratructure Information systems Fr a g me n t e d l e g ac y An IT s y st e m co n s A n in t e g r a t ed IT sy st e A n I T s ys t e m w it h a mo d u la r a r IT sy st e ms s u p p o rt tr u c te d fr o m f u n ct m, d e si g n e d wi t h t h e p r ch i t e ct u r e t h a t a d he r e s t o in d u st th e p ro c e ss io n a l c om p o n en t s s o ce s s i n mi n d a n d a d h e r r y st a n d a r d s fo r i n t e re n t e r p r is e u p p o rt s t h e p r o ce in g t o e n t e r p r is e st a n d a co m mu n ic a t io n su p p o r t s th e pr o c e s s Human Resource Fu n ct i o n al m a na g e r s T h e p r o ce s s's d e si g Systems r e wa r d t h e a t t a in me n d r iv e s r o l e d e f in n t o f f u n c - ti o n a l e x it i o ns , jo b de s cr i p ce l le n c e a n d t h e r e - t io n s, a n d c o mp e t so l u ti o n o f f u n ct i on e n cy p r o f il es . J o b a l p r o b - le ms i n a p t r ai n in g i s b a se d r o ce s s co n t e xt Metrics Definition o n p r oc e ss d o c u me n t a ti o n Th e process has some b a si T h e p r o ce s s ha s e T h e p r o ce s s's m et r i cs a s T h e p ro c e ss 's me t r ic s h a v e b e e n c co s t a n d q u a li t y n d - t o -e n d p r o c e ss we l l a s c r o ss -p r o c e ss me t r d e r iv e d f r om i n te r - e n t e r p r is e g o me t ri cs me t r ic s d e r iv ed f ro ic s h a ve b e en d e ri ve d fr a ls m c u st o me r r e q u ir o m t h e e n t er p r is e 's st r a t e me n t s Uses Ma na g e r s u se t he p ro c e ss 's me t r ic s to tr a c k it s p e r fo r m- an c e , id e n t if y r o ot ca u s e s o f fa u l ty p e r f o r ma n ce , a n d dr i ve fu t s. Ma n a g er s u s e t h e p r o ce s s's me t r ic s t o co m p a re it s p e r - f o rm a n ce t o b e n c h ma r ks , b e st - in - cl a e gi c g o a ls Ma n a ge r s p re s en t t h e me t r ics t o p r oc e ss p er f o r me rs f o r a wa r e ne s s a n d m ot iv a ti o n. T h e y u s e d as h b oa r d s b a s ed on t h e me t ri em e nt o f t h e p r oc e ss M an a g e r s r e g ul a r ly r e vi e w a n d r e f r e sh th e p ro c e ss 's m e t ri cs a n d t a r g e t s an d u se t h e m in st r a te g i c p la n n in g r d s, su p p o r t s t he p r o ce s ss s. H ir in g , d e ve l o p me n t , re H i ri n g, d e v el o p me n t, r e wa r d , an d w a rd , a n d r e co g n i ti o n s r e c o gn i t io n s ys te m s r e i nf o r ce th e ys t em s e mp h a s ize th e p ro imp o r t an c e o f i nt r a - a n d in t e r e nt c e ss 's ne e d s a n d r e s ul t s e r p r is e co l l a b o ra t io n , p e rs o n a l l e a a nd b a la n ce t h e m a g a i n st rn i n g, a n d o r g a ni za t io n a l c h a n g e t h e e n t e r p ri se 's n e e d s ss p e r f o rm a n ce a n d cs f o r da y -t o - d ay ma n a g d t o se t pe r f o r ma n ce t a rg e t s n c t io n a l imp r o v e me n cu s t o me r n e e d s a n