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Ownership Unpacked: Navigating Governance and Accountability in Process Management
Manage episode 453162985 series 3620300
Innhold levert av Russell Gomersall & Caspar Jans, Russell Gomersall, and Caspar Jans. Alt podcastinnhold, inkludert episoder, grafikk og podcastbeskrivelser, lastes opp og leveres direkte av Russell Gomersall & Caspar Jans, Russell Gomersall, and Caspar Jans eller deres podcastplattformpartner. Hvis du tror at noen bruker det opphavsrettsbeskyttede verket ditt uten din tillatelse, kan du følge prosessen skissert her https://no.player.fm/legal.
In this Episode, Caspar and Russell dig into the depths of Governance and Accountability
Key Topics Discussed:
Concept of Ownership:
Ownership in the context of governance is about who controls various parts of the process landscape. The discussion opens by defining ownership simply as controlling aspects of a process, with nuances and subtleties involved.
Distribution of Ownership:
The podcast emphasizes that ownership should not be concentrated but distributed among various stakeholders. This distribution is crucial for successful governance and process management.
Accountability vs. Responsibility:
A distinction is made between accountability (ultimate responsibility where the buck stops) and responsibility (day-to-day management of tasks which can be delegated). Ownership primarily pertains to accountability.
Process Ownership:
The conversation delves into practical aspects of process ownership, using procurement as an example. The Chief Procurement Officer (CPO) at DSM is cited as being accountable for procurement processes at a strategic level, whereas operational execution is managed by individual purchasing managers at plant levels.
Operative and Strategic Roles:
The talk distinguishes between strategic oversight and operative execution, noting that strategic process owners might not handle daily operations but ensure processes are optimized for those who do.
Role of Process Owners as Leaders:
Process owners are viewed as leaders who set examples and lead by example, crucial for cultivating a culture of compliance and excellence within an organization.
Challenges of Process Ownership:
Establishing clear lines of accountability in process ownership, especially in complex organizations with global operations, is highlighted as a challenge. The need for different leadership styles in process ownership is discussed, suggesting the necessity for both assertive and diplomatic approaches depending on the process type.
Observations and Insights:
The discussion reflects on the role of process owners in fostering organizational efficiency and accountability, touching on both the philosophical and practical aspects of governance and ownership. The nuanced debate about the different aspects of ownership, such as accountability, responsibility, and strategic vs. operational roles, offers a comprehensive insight into effective process management.
Outro with Music
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