It is better to focus on obtaining buy-in from the people affected by the processes through early involvement, communication and expectations management.There are three main characteristics that make knowledge processes different from highly structured processes:Focus is on communication instead of automation The key to process improvement is to clearly communicate process definitions (the way in which the company wants the processes to be carried out) to the people in charge of their execution (through training, process descriptions publication, etc.
Knowledge processes can be defined as ”high added value processes in which the achievement of goals is highly dependent on the skills, knowledge and experience of the people carrying them out”. All process instances are executed in a very similar way and it is easy to draw a flowchart detailing the sequence in which tasks are executed. The same steps are followed each time a new product is launched (benchmarking competitors, deciding pricing strategy, planning promotion, etc.* Multiple inputs to the process exist Some of them would be competition, lifecycle stage of the market, brand image, budget, etc. They are dependent on individuals and it is not possible to automate them.. Most of these theories, tools and techniques refer to processes of a highly structured nature. It is a known fact that knowledge workers are reluctant to change their habits… It is also possible to formalize the business rules that guide decisions, normally based on the evaluation of some process variables..One example of a knowledge process is ”Marketing a new product”.
They are known as knowledge processes, or knowledge-based processes.. Decisions are highly subjective and too complex to be expressed in a formal language, as they are taken based on intuition and not on rigid business rules. These processes are highly standardized and repeatable, produce a consistent output and are likely to be automated in part or end-to-end (STP). Use your imagination to reward contributors (consider not only monetary incentives).* Encourage feedback for process improvement To ensure that the flow of information between executors and the process owner is fluid, encourage people to contribute to process enhancement through incentives…But recently other kinds of processes have caught the attention of process management specialists.
Knowledge workers carry out these processes by taking into account multiple inputs (generally a wide set of unstructured data and information) to perform difficult tasks and make complex decisions among multiple possible ways cheap upholstery foam of doing the work, each one implying different levels of risk and possible benefits. that support the processes). Having a net of relations within the organization is a very important asset for people executing knowledge processes.