Building an enterprise process view using cognitive mapping

Abstract

Purpose This article offers an approach to building a high‐level business process view of the enterprise, based on cognitive mapping techniques and the principles of modularity. Design/methodology/approach A case study illustrates how these maps can be used in action learning and executive leadership development programs as a means of aligning enterprise leadership by implementing a cross‐functional process view from the top down. Findings This enterprise map shows both the customers' and the business's processes and their interrelationships, which helps align business strategy to process strategy, design and ownership. Research limitations/implications The authors suggest that future case analysis research be conducted in other private sector industries using the same model. Practical implications Building the business process view is a critical first step in business process orientation, an organizational philosophy closely linked to “systems thinking”. It can link business strategy and customer needs to all the aspects of process design and management in a very powerful and visual way. This is the foundation for the success of corporations tomorrow by providing a clear view of the interrelationships inside and outside the company and by establishing a common language for change management. Originality/value This paper offers a unique approach for using cognitive mapping techniques and the principles of modularity to help align business strategy to process strategy, design and ownership.

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