Gestão de Processos x Gestão por Processos

Summary

In this video, the difference between Business Process Management (BPM) and managing by processes is explored. The script discusses the evolution of business structures from hierarchical, siloed departments to a more process-oriented approach. It highlights the progression from process mapping to a fully process-driven organization. The speaker emphasizes that true process management involves organizing resources around processes, not just departments. Achieving this level of maturity is challenging and rare, but some companies are gradually embracing a more horizontal, process-focused structure to improve efficiency and customer value.

Takeaways

• 😀 The difference between 'Gestão de Processos' (Process Management) and 'Gestão por Processos' (Management by Processes) is a key topic in business process management (BPM).
• 😀 Companies are typically organized in vertical, hierarchical structures, with departments like Marketing, Finance, Legal, and Technology, each having their own managers and resources.
• 😀 The initial approach to business process management (BPM) involves mapping and understanding processes, which often emerge as a secondary concern behind the vertical organizational structure.
• 😀 As companies mature, they begin to prioritize processes more, moving them from the background to the foreground, while still maintaining a vertical organizational structure.
• 😀 The next level of maturity involves planning and allocating resources based on processes rather than departmental silos, though the vertical hierarchy still exists in the background.
• 😀 At a more advanced level, companies start measuring process performance, focusing on end-to-end processes to add value to the customer and improve relationships with suppliers.
• 😀 The highest level of process maturity is when a company abandons its traditional vertical hierarchy and is fully organized and managed by processes, where resources, budgets, and people are allocated by process rather than function.
• 😀 Once a company reaches this stage, it is no longer managing processes as part of its structure but is managing the organization entirely through its processes.
• 😀 Achieving this high level of maturity is rare and difficult, with most companies still operating at levels two or three, where processes are either secondary or becoming more central but not fully prioritized.
• 😀 Most companies are still in the intermediate stages of BPM, where processes are important but the organizational structure remains vertical, with a few exceptions where companies have fully embraced management by processes.
• 😀 The script encourages the audience to reflect on where their own companies stand in terms of process management maturity and invites them to share their experiences and learn from others.

Q & A

What is the difference between 'Gestão de Processos' and 'Gestão por Processos'?

The main difference is that 'Gestão de Processos' refers to managing business processes in a more traditional way, focusing on improving processes within existing hierarchical structures. On the other hand, 'Gestão por Processos' is about managing a company primarily through its processes, with processes being at the forefront of decision-making, often overriding the traditional vertical, hierarchical structure.

How are most companies traditionally organized?

Most companies are organized vertically, with departments and areas like marketing, finance, legal, and technology operating in silos. Each department has its own manager, budget, and team, with decisions often made within the scope of these functional areas.

What happens when a company begins to implement BPM (Business Process Management)?

When a company starts implementing BPM, it begins to map and understand its processes, realizing that these processes need to be horizontal and cross-functional. The company still retains its vertical structure, but it starts focusing more on processes behind the scenes.

What does it mean when processes start to take precedence over the hierarchical structure?

When processes begin to take precedence, the company starts shifting focus from the traditional hierarchical structure to a more process-oriented approach. This includes allocating resources based on processes rather than departments, with a growing emphasis on managing processes across the company.

What is the significance of measuring process indicators?

Measuring process indicators is important as it allows a company to monitor the performance and efficiency of its processes. It helps in managing the flow of activities from start to finish and ensures that the company is adding value to both customers and suppliers.

What does the end-to-end process or 'processo fim a fim' refer to?

The end-to-end process refers to managing the entire process from start to finish. It emphasizes overseeing the flow of activities across various departments to ensure that value is created for the customer and managed efficiently with suppliers.

What is the fourth and final level of maturity in process management?

The fourth level of maturity is when a company becomes entirely process-oriented. The traditional hierarchical structure is abandoned, and the company is managed and organized around processes. Resources, budgets, and personnel are allocated according to processes rather than functional departments.

Why is achieving the fourth level of process maturity rare?

Reaching the fourth level is rare because it requires a fundamental shift in organizational culture and management practices. It involves abandoning the traditional vertical structure entirely and fully adopting a process-driven model, which is challenging for most organizations.

What are the most common maturity levels companies are at in process management?

Most companies are at maturity levels two and three. In these levels, processes are either secondary to the hierarchical structure (level two) or are given primary importance but still exist alongside the traditional vertical organization (level three).

How does the speaker engage with the audience in the video?

The speaker engages the audience by asking them to reflect on their own experiences and share how their companies are managing processes. The speaker encourages interaction and invites viewers to comment on the video and subscribe for more content.