What is the reason why the implementation of workflow is not implemented? What do you suggest? Workflow refers to the sequence of activities of a work item. To draw a workflow, a workflow organization is needed to complete it. It is very important to realize workflow, so what do you suggest about the reasons why workflow implementation is not realized?

What is the reason why the workflow implementation is not implemented? Any suggestions? 1 What are the main reasons for the poor execution of enterprises?

1, the strategy is unknown, and the goal is unknown.

Enterprises have no clear strategic direction, no clear implementable strategic plan, no clear marketing strategy, or unreasonable strategic objectives, lack of maneuverability, or often influenced by external environment and personal decisions of managers, which ultimately leads to the lack of effective strategic guidance and direction guidance for daily business management activities within enterprises. Everyone can't see it from a distance, so they can only do things in front of them in a short-sighted way. Finally, employees do things to do things, not to achieve the vision and goals of the enterprise.

Why don't middle-level and even some executives and employees understand why the company is doing this? Do not know how to do the right thing? How can we do things right? Employees can't get clear instructions, and the information communication is not smooth, so they feel at a loss. They can only do things by inertia and their own understanding. There will be all kinds of negative work behaviors such as waiting, relying on and wanting in the company, and the focus of employees' work is out of touch with the company, so the important work of the company cannot be carried out or completed.

2. The organizational structure is unreasonable.

Imperfect corporate governance structure, unreasonable organizational structure, unclear departmental functions, unclear division of responsibilities, unreasonable management authorization, overlapping reporting and command, and unequal responsibilities and rights will all affect the implementation of the company's organization. If these things are not sorted out clearly, it will easily lead to the establishment of departmental walls within the enterprise, leading to many problems such as buck passing, buck passing, internal friction in management, low execution and so on, and it will also easily affect team morale and dampen the enthusiasm and enthusiasm of managers and employees.

A, the power structure between departments is unbalanced, but the departments that should provide services are supervised, while the departments that should perform supervisory duties are buttering up the service departments. Front-line commanders should guard against and please the departments that should provide support services in the rear, resulting in a strong political atmosphere and the risk of internal control and fraud in enterprises; B, repeated or unclear responsibilities, dislocation of rights and responsibilities, wrangling all day, and serious internal friction; C, long process, serious bureaucracy and low efficiency.

This system is not perfect.

Many enterprises are not short of systems and processes, but the biggest problem they face is the ineffective implementation of systems and processes, especially the lack of guarantee mechanism for the generation and implementation of systems and processes. Just like a soldier fighting in the front line, the logistics supply is gone, the request for support from the headquarters is unresponsive, and the soldiers' fighting spirit will obviously be greatly affected if they are injured and can't get quick rescue.

The same is true of the company. Sales staff are fighting in the front line of the market, technical support personnel are not well coordinated or technical (design) solutions can not meet customer requirements, and they ask the company leaders to coordinate, but there is no positive response. Slowly, their enthusiasm for work is consumed, they no longer believe in the workflow and turn to individuals for help.

4. Personnel mismatch

People are the most important driving factors that affect the organizational execution and individual execution of enterprises. The quality, ability and experience of enterprise managers and employees will affect their different understanding and performance of enterprise strategy, business plan and work execution. The unbalanced or unreasonable distribution of the roles of commander, general and soldier in an enterprise is also an important reason for the low execution of the organization and will also affect the overall combat effectiveness of the team. In some family enterprises, the complicated interpersonal relationship is also an important factor leading to the decline of organizational execution. Some enterprises often have the phenomenon that laymen lead experts, and laymen can't convince the public at all, which is also an important factor leading to low organizational execution.

5. Lack of talent training mechanism.

In companies with standardized management, employees generally have to undergo strict training after joining the company, but many small and medium-sized enterprises do not. They either go to work directly without training, or the training is not targeted and practical, or they just do inspirational training and outreach training for employees, but they still don't know how to do the work. Some just give employees some training on industry trends and macro-strategies, without giving employees working methods.

The more common deep-seated reason is that middle and senior leaders themselves don't know how to do it, so they can't tell the following people clearly, the director can't tell them clearly, and the manager can't tell them clearly. In the end, the bottom layer that is truly realized will not be done, and it is hard to say.

The training of employees not only refers to centralized training, but also refers to the guidance, exercise, internal competition and elimination in daily work practice, turning a scholar into a soldier and an iron warrior who can come at the call and win the battle.

6. Supervision and inspection are not in place.

People naturally don't like being supervised by others, and many enterprise managers are unwilling to guide and supervise their subordinates. Many enterprise managers prefer to give orders, arrange work and wait for subordinates to report, but seldom pay attention to and supervise the dynamic process of subordinates' work execution.

Without the supervision, guidance, correction and evaluation of the work process, many management work can not achieve the expected results and objectives. The reason is simple, because many employees are lazy, and many smart employees like to take shortcuts and make excuses. Some employees just want to find fault with the company or cater to their superiors when they go to work.

7. Lack of positive implementation culture, the credit belongs to the inside, the responsibility belongs to the outside, and the delay.

Many enterprises think that corporate culture is very empty and has no practical use. In order to follow the fashion or cater to the occasion, they just write a slogan of corporate culture and post slogans such as values, mission and vision in the company brochure, official website and office, but they are not serious. Enterprises under this concept will naturally not have their own corporate culture. The only goal of an enterprise is to make money, and the only job pursuit of employees is naturally salary and bonus.

People can't stay at the level of material needs forever, and material incentives no longer have an incentive effect to a certain extent. If enterprises can't provide employees with a spiritual and cultural pursuit, employees will eventually lose job burnout, motivation and passion for work, and have no spiritual sense of belonging. What about execution? To sum up, the consequences of corporate culture problems are:

A. Culture exists objectively. If enterprises do not establish a correct and healthy culture, all kinds of hidden rules will occupy employees and will exist for a long time.

B, the employees of the company come from all corners of the country, and different educational backgrounds and experiences have shaped different values of different employees. Without culture, core values, mission and vision, it is difficult to unify employees' thoughts. If you have different aspirations, you will have different ways. If you have different ways, you will be inconsistent, and enterprises will easily become fragmented.

C, people are persistent pursuit of meaning animals. In a company without mission and vision, employees don't know the meaning of work, and they don't have faith and pride. Therefore, it is difficult for employees in this state to do their work well spontaneously and achieve perfection. The mentality is naturally "to be a monk for a day and hit a bell for a day."

8. Top management did not set an example.

Many business owners and senior managers are serious. In their management, they often ask their subordinates to strictly implement and abide by the company's rules and regulations, but rarely take the lead in practicing or consciously safeguarding the seriousness and authority of the enterprise management system. Some business owners are even the biggest destroyers of enterprise rules and regulations. For example, employees are required to wear professional clothes and badges to work, but senior managers never wear them themselves. In their minds, they think that the enterprise system is formulated for employees and invalid for bosses.

China has two idioms called "set an example" and "correct yourself first" and "correct yourself first". For the words and deeds of the boss and senior management members, the members of the organization will unconsciously follow suit, and will be subtly influenced, which will naturally affect the execution of the organization. In a word, the fundamental reason for the low execution of enterprises is actually above, which fully reveals the influence of enterprise management on organizational execution.

9. Inconsistent thoughts, inconsistent goals and uncoordinated actions.

If everyone in the team has their own heart, go their own way; All departments can't form a unified opinion, can't face the market with the same voice, and all think they are the boss. They are fragmented and selfish, and deal with problems from the market in their own way, which will not form a joint force and weaken the strength of the entire marketing team.

Suggestion:

From the perspective of management practice, I suggest that, first of all, the process must not be done from the avenue to the simplicity. The more words, the less the better. The second process is not formulated by the relevant positions themselves, nor by the third party or the personnel department. In addition, if you don't implement the process description, your process may be unreasonable, or their bad habits can't be changed at once. Then we will go down from process to process and do a process every month. Giving you 10 years is very smooth, but you can't manage 100 processes at the same time, and you can't manage it for 20 years. What I'm talking about here doesn't consider other issues, such as salary, performance, goals and other unreasonable situations.

What are the suggestions for workflow implementation failure? 2 1. separating the process from the enterprise strategy.

Process is the trajectory of strategic landing, and many enterprise design processes are designed from the bottom up, not from the top down. Enterprise strategy determines organizational structure, organizational structure determines post setting, and departmental functions determine management process. Only by combing according to this idea can the management process be linked with the enterprise strategy, otherwise it may be decoupled from the enterprise strategy.

2. The responsibility for process activities is not assigned to this position.

There are four elements in the management process: activity, the realization form of activity, the logical relationship of activity and the undertaker of activity. Many enterprises draw flowcharts, and only put the responsibility of process activities on departments, not on posts. You can imagine, if only the responsibility of process activities is assigned to the department, if there are three people in this department, who will implement it? "One monk carries water, two monks carry water, and three monks have no water."

3. There is no process qualitative goal.

Process is the presentation form of human thinking activities. Many enterprises' drawing process starts with oval symbols and ends with oval symbols, which lacks qualitative objectives of the process. The qualitative goal of the process is the thinking direction of this process and the purpose of designing this process. There is no qualitative goal in the process, and the design process is that the blind touch the elephant.

4. The process design is too complicated.

Hua said, "Magic is easy, but magic is not enough." A novice qualified process can be understood at a glance, and it can be understood at a glance. The flow charts drawn by many enterprises are too complicated for employees to understand and it is impossible to implement them in place.

5. There is no connection between processes.

Some enterprises have also implemented process management, but they are all designed with departments as the center, without breaking through the "departmental wall". If something goes wrong, all departments will pass the buck. Only one fish can be caught in one process, and only by connecting the processes to form a net can many fish be caught.

6. No agreement was reached in this process.

After the process design is completed, it is necessary to solicit the opinions of the positions involved in the process and reach an agreement, which is conducive to the implementation of the process. Most closed-door design processes are taken for granted, and many are actually decoupled from enterprises.

7. This process has nothing to do with evaluation.

Since the enterprise has implemented process management, it should be linked with performance appraisal, punish those who violate the process and ensure the process operation. Process management must be combined with performance appraisal, otherwise employees will not pay attention to it and go their own way.

8. The process is not optimized regularly.

Process management can't be done overnight, it should be optimized at least once a year, and it should be persistent. "A journey of a hundred miles is half the battle." Generally speaking, process management will form a good habit if it lasts for three years.

9. The process of cadre destruction.

The process is bigger than the general manager and the process is bigger than the board of directors. For enterprises that implement process management, all members must follow the process. If cadres take the lead in destroying the process, the process is equal to nothing. The top management of the enterprise takes the lead in destroying the process, which is equivalent to announcing the failure of process management.

Any suggestions for failing to implement the workflow? 1. I don't know: I don't know that there is a process and I don't know how to implement it.

Many business process writers bury themselves in writing, hang them on the internal OA system after being approved by the leaders, or send a formal notice: "XX process has been implemented since X month, X day", thinking that everything is normal, but after a period of investigation, they found that these official documents were either ignored or everyone looked at the new process documents, and unknown so shelved the matter, and the result was "the star is still that star, and the moon is still that moon".

There are two key measures to solve this problem:

First of all, fully discuss the process optimization scheme.

Second, strengthen the training and publicity in process promotion.

How to operate each specific measure? Welcome to scan the QR code below to learn more about this course ~

Second, the process is unreasonable: that is, the process is divorced from the actual business and it is very difficult to implement.

The standardization and rationality of the process is the premise of effective implementation. Many companies do not fully demonstrate the process in the process of formulating the process, which leads to the unreasonable process itself, or fail to adjust the process in time after the business changes, which leads to the disconnection between the process and the business and cannot effectively guide the business implementation.

To solve unreasonable problems, the key is to ensure that process optimization and business adjustment keep pace with the times. There are two key measures:

Initiative 1: Implement process owners and responsibilities.

Initiative 2: Regular process KPI evaluation and review meetings.

How to set the process KPI, how to find problems through KPI evaluation and improve the process will be discussed in detail in the next section.

The third reason:

Non-implementation: that is, subjectively unwilling to be bound by the process, naturally rebellious, unwilling to carry out the work according to the process, then there are four measures to deal with:

Initiative 1: IT curing process.

Initiative 2: Meeting management during implementation.

Initiative 3: Process audit monitoring and establishing accountability mechanism for violations.

Initiative 4: Create a process culture.