The Director of Internal Audit of MTS mentioned typical errors in building business processes

Often, the inspiring strategic goals at the top level have nothing to do with operations—what the team actually does. As a result, the results of the work of specific people do not bring the company closer to achieving its goals. Therefore, it is important to break down your goals into simple tasks that are easy to evaluate and complete. Then all teams understand what specific contribution they can make to achieve the strategy. At the same time, it is important to continually maintain communication at all levels so as not to deviate from real tasks.

You can also add incorrect team motivation, that is, multidirectional and contradictory indicators that employees cannot influence and a lack of focus on specific goals. If a company has limited resources, it is better to focus on the main indicator and its implementation than to spread out on the implementation of all of them.

The next mistake is to silence and misinterpret the problems, to embellish reality. This leads to many months of hanging around in one place and an inevitable decrease in efficiency. Errors are always a source of information, and a manager’s ability to record and analyze them can become a reliable tool for making the right tactical decisions.

At the moment, you can justify business failures with anything. But there are often many internal opportunities to increase efficiency that are not visible if covered for external reasons. The negative effect of the external environment can be offset by removing layered inhibitory processes, automation, creating clear communication within the team, data collection and analysis.

It is important, when looking for opportunities for improvement, not to refer to the “established historical order” (as a variation: “we tried for 10 years without success”), because effort and duration do not indicate the reason. Lack of understanding of the problem is what can prevent improvements from being implemented.

The research and hypothesis testing stage should not be ignored. Developing products that are unnecessary or no longer relevant is a known problem. When working, you shouldn’t rely on inner confidence alone: ​​you should clearly understand what you are working on, for whom, and how to measure success.

Companies should also systematically digitize. A mature business model, unit economics and end-to-end metrics are the basis for decision making and an important competitive advantage that allows you to quickly find your focus and focus.

Transformation is not a single story, nor a project, but an ongoing process. In order not to lose your competitive advantage, you need to constantly grow. Regular monitoring, improvement and optimization should be integrated into the workflow and become the norm to improve business performance.

To eliminate unnecessary steps, use advanced data analysis tools, industry benchmarks, and other sources. Transform the analysis results into improvement projects and implement them. It is important to understand and accept that mistakes and shortcomings in work and processes are inevitable, but being open to change will be key to long-term success.