Why Process
Management Organizations Are More Important Than Tools – A
Practitioner's Perspective
Some years ago, an automotive manufacturer was confronted with
a major challenge: Software and system development was to be
brought back entirely in-house, after this task had been
handled by suppliers for years. Stricter regulations and
increasing liability risks provided the impetus for this.
The obvious thought: Internal development processes would
enable better control, faster reaction to problems, and higher
quality. However, reality looked different: Years of
outsourcing had led to outdated, unstructured, and often
contradictory processes. Furthermore, hundreds of software
developers were acquired, who in turn worked according to their
own, different processes.
A modern process management tool was intended to eliminate the
chaos, but it became clear: A tool alone is not enough.
The Initial Situation: A Process Jungle.
An initial analysis as part of a process improvement project
revealed massive shortcomings:
Furthermore, multiple tools and data sources for process management existed, which further complicated the situation. Introducing a uniform process management tool seemed to be the solution – but the real challenge was the process management organization.
What is a Process Management
Organization?
A Process Management Organization
defines responsibilities along processes instead of along
departments – process owners/managers are responsible for the
planning, implementation, and optimization of processes. Below
are the key roles commonly found in a functioning process
management system:
Process Sponsor:
Process Lead:
Process Owner:
Process Manager or Designer:
Process Architect:
Process Users (Project Teams):
Engineering Process Group (EPG):
The Reality in the Company?
Even though
most roles were formally filled, the company faced typical
problems:
A tool can make processes more efficient, but it does not replace a functional organizational structure. In other words: The meaningful use of a process management tool requires a functional organizational structure.
Conclusion: Process Management Starts with People.
Well-organized process management is the key to successful process improvement. Implementing a tool can support this – but only if the organizational foundations are sound:
The right roles, clear responsibilities, and effective communication are crucial for the success of a process improvement project. It is no coincidence that such projects often go hand in hand with organizational change projects – an approach that would have been sensible here but did not receive approval.
How Processes Are Truly Lived: Success Factors for Process Rollout
In many companies, processes are meticulously developed, yet only a few are truly effectively rolled out and used. They often exist only on paper, while employees ignore them or find them impractical. But what's the reason for this? A common cause is shortcomings during the introduction or improvement of processes.
So, what should companies consider if they want to design processes that are adopted and create value?
Involve All Relevant Stakeholders
Often, processes are defined by a small group without involving
other stakeholders. Classic examples include:
The consequence: Users don't feel involved and
cannot or do not want to use the processes. Unaligned or
collaboratively developed processes can actually complicate
users' daily work. In the worst case, this leads to a boycott
of the processes.
The solution: Processes should be defined in
interdisciplinary teams that include all relevant stakeholders:
Quality Management, IT, Management, Developers, Architects, and
End Users. Only this way can processes be created that meet
both standards and practical needs.
Tie Processes to Business Goals
A common
practice is for processes to be created in individual
departments without ensuring management approval and support.
The effort to identify and communicate the value of processes
is often avoided.
The consequence: Management views processes as
unnecessary bureaucracy and does not actively support them.
Without support from leadership, however, non-compliance with
processes cannot be escalated or enforced.
The solution: Processes must be defined in a
way that their connection to business goals is clear. For
example:
The clearer this connection, the easier it is to gain management buy-in – ideally, announcements for the introduction of new processes come directly from top management. But that's not all: Only processes that are consistently aligned with business goals offer sustainable value. When used correctly, they can serve as a tool to steer companies and react flexibly to changing requirements and situations.
Ensure Training and Support
An often
underestimated point is the training for processes and tools
used for their management. The provision of corresponding
budgets is often avoided.
The consequence: Even if processes are
well-defined, users lack the knowledge of how to apply them in
their day-to-day work.
The solution:
Actively Promote Processes
Many process
owners think it's enough to publish processes for them to be
used. But that's not the case.
The consequence: New processes or process
versions get lost because they are not sufficiently
communicated. Employees are unsure whether to use them or don't
even know they exist.
The solution: Implement internal marketing
measures:
Plan for Feedback and Continuous
Improvement
There is no perfect process.
Therefore, it is extremely important that users have a simple
means to provide feedback. Unfortunately, the structures and
channels for this are often missing.
The consequence: Employees don't feel
involved, see themselves merely as process consumers, and have
no incentive to suggest improvements.
The solution:
Tailor Processes to Projects and
Programs
Many companies use generic, 200 %
processes that consider all possible requirements. However, if
only this complete process is provided, users get lost in it.
The consequence: Employees don't recognize
which process components are relevant for their specific
project. The scope of the overall process overwhelms users,
leading to processes being neglected.
The solution:
Conclusion: Process Rollouts Require Strategy and
Communication – and Effort
Processes should be developed with the participation of all
stakeholders. They must be linked to business goals to gain
management buy-in and provide business value. Training and
communication are essential for the successful use of
processes. Internal marketing measures increase acceptance and
application. Processes should be tailored to programs or
projects to make work easier for users.
If these principles are heeded, companies have a significantly higher chance that their processes are not just published but also truly lived.
Compliance & Standardization – Why Regulated Processes Foster Innovation Instead of Hindering It
Innovation through rule conformity? In an increasingly digitized world, not only the need for innovative products and services grows, but also the requirements for security, quality, and legal compliance. Companies must prepare for a variety of regulations to secure market access, minimize liability risks, and build trust. Particularly relevant are automotive industry standards such as ISO 21434 (Cybersecurity Engineering for Road Vehicles) and ISO 26262 (Functional Safety). With new regulations like the Cyber Resilience Act (CRA) in the EU or ASQMS in China, industry boundaries are being broken down. The CRA applies cross-industry to digital products, and ASQMS considers software quality and process security in the mobility sector regardless of vehicle system boundaries.
Many perceive these standards as bureaucracy or innovation hurdles. In fact, practical examples show: Those who strategically leverage standardization and compliance can accelerate innovation and secure competitive advantages.
Standardization in Times
of Change
The importance of standardized
processes is steadily increasing. The reasons for this are
manifold:
New Rules of the Game for Digital
Security
With the CRA, the EU sets new standards: Companies must
integrate security from the outset into their development
processes, provide updates, and be liable for security flaws.
The CRA thus joins the ranks of standards like ISO 21434 or ISO
26262 and reinforces the trend towards a binding security
culture.
A Holistic Approach from China
The Chinese standard ASQMS (Automotive Software Quality
Management Standard), which breaks down classic industry
boundaries, is particularly interesting. Unlike many existing
standards, ASQMS takes a holistic view of software development
in the mobility sector and integrates quality, security, and
agility within one framework. By consolidating essential
aspects from numerous relevant standards (such as ISO 16949,
ASPICE, UNECE regulations), it creates a platform for true
innovation – not despite, but because of clearly defined
guidelines.
Compliance as a Strategic Asset
Companies that understand Compliance not as an obligation, but
as a strategic lever, benefit in multiple ways:
How to Achieve the Shift to Proactive
Compliance?
The following success factors characterize modern Compliance
strategies:
Conclusion: Standardization as a Driver for
Innovation
The idea that regulations hinder innovation is outdated.
Properly understood, they form the foundation for sustainable,
secure, and marketable products. Innovation requires freedom,
but also a structured environment. Development happens in
iterations, from which continuous learning occurs – provided
that insights are systematically captured and evaluated. Good
processes in conjunction with standards like ISO 21434, the
CRA, or the forward-looking ASQMS help companies act more
efficiently, faster, and more innovatively, and to continuously
improve. Those who understand Compliance as an opportunity can
shape the future.