In my experience as a leader of change within the company's global project calledWAY where the main objective is to change the management today, identified as amanagement in fuenciones within which each collaborator pursued individual goalswhich do not necessarily contributed to the achievement of the same areas within theDepartment consequently resulting in misalignment in the achievement of established goals , and which was mainly attributable to a subject of communication, withouttaking into account that each core defended its indicators at the expense of thesacrifice that could have another area.
Using technological tools, a clear and efficient communications system, and with thecommitment the high directive was held transformation within the company, but notbefore taking into account the resistance to change from employees, suppliers andcustomers. This resistance was gradually defeated as were imparted releases, courses,trainings within which the benefits of the new system of management were always theorder of the day to build trust within the involved.
After having experienced the change we realized the importance of a processmanagement since it allows linearity and participation in all activities from an END TOEND approach, i.e., since the birth of the management until it crystallizes into thehands of the internal and/or external client, allowing greater flexibility and assuranceof the quality of the process by several partners and control points.
This type of management allows a measurement more objective taking into accountthe skills, competencies and indicators required to carry out each one of theprocesses, guaranteeing that all the Organization this focused toward the same goal.