When we visualize an existing process, it's tempting to structure it around the people and technology currently in play. Intuitively we're inclined to think about a process as a sequence of people and technology, because these are the concrete entities involved. However, when we restrict our process to focus on individual roles rather than the functions those roles serve, we limit our ability to redesign or scale the process effectively. In this meetup, talked about processes in terms of functions rather than roles, and discussed how we can organize roles and technology to enable good process, instead of the other way around. Through function-based design, operating models can be built to sustainably scale and undergo continuous improvement.

1. Function-Based Thinking for
Better Process Design
NYBPP Meetup (5/24/2017)
Highlights and Q&A

2. Agenda
I. Function-Based Thinking for Better Process Design
■ Role- vs Function-Based Thinking
■ Role-Based Thinking
■ Function-Based Thinking
■ Operating Model
■ Operating Model Design by Function
■ Summary
II. Q&A
■ Is a function different from an action or task?
■ How do you manage a process with a large number of roles involved?
■ How can you overcome resistance or break down an existing role-based
structure?

3. Function-Based Thinking for
Better Process Design
Designing process based on functional requirement,
not specialized or institutional roles

4. Role-Based vs Function-Based Thinking
We often think of a process in terms of the people who need to act,
instead of the specific functions they perform.
But people and roles should enable process, not define it.

5. Role-Based vs Function Thinking
Instead, functions should be the basis on which roles are created,
with groups of functions assigned to people to complete.
● Multiple people can share one “role” in order to complete the
functions required by a particular process.

6. Role-Based Thinking

7. Function-Based Thinking

8. Operating Model
The Operating Model is the configuration of people, process,
and technology that a company uses to create value and
deliver on its value proposition.
A good operating model overlays people and technology with
well-defined process such that each function is handled by the
most cost-efficient option.

9. Operating Model Design by Function
When a process is
defined by its
necessary functions, it
is easier for people and
technology to be aligned
on top of that process.
At this point “roles” may
be assigned as an
organizational tool.
This ensures that the
entire process is
executed in the most
efficient manner, given a
company’s resources.

10. Summary
Never define your process by the people doing the
work!
• Roles and people are discrete concepts and should
be separated according to good functional design.
• Single person, role-based workflow causes many
process inefficiencies and risk. Process based on
functions and functional requirements will result in
efficient process with less risk.
• Good operating model design overlays people and
technology on top of functional based process.
.

11. Q&A
Answering questions from the Meetup

12. Is a function different from an action or task?
Yes.
However, the difference is very technical in terms of the language and
has little impact on this discussion in practical terms.
A functional design means everything is designed to prescribe a
function and then can be overlaid with activities and tools (the actual
agent performing the function).
In regards to designing and building process, as long as the activities
or tasks are represented in discrete, objective units, it supports a
function-based workflow.

13. How do you manage a process with a large number
of roles involved?
You Don’t!
● In role-based workflows, many people may have different,
non-functional titles. Just because those names are in
place doesn’t mean you have to work with them.
● Define roles around labor value and group any existing
roles within those designations.
● A good operating model typically only has a few layers
and roles...for example:
○ admin
○ worker
○ experienced worker
○ manager
○ executive

14. How can you overcome resistance or break down
an existing role-based structure?
Measurement!
● Even if the process is a role-based mess, you simply need
to derive all the functions that people are doing and list them
in sequence.
● Once that is done, you can put measures on functions,
break things up by cost, and make arguments based on cost
mechanics, not emotions, anecdotes, or intuitions. This is
the only way to enable change - show the numbers!

15. THANK YOU FOR COMING!
• Thank you so much for coming to our meetup – we hope to see you again
in future sessions and please don’t hesitate to post additional questions on
the group discussion board.
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