Managing Distributed Organizational Processes

The coronavirus crisis changed the way organizations operate – a shift to remote work, digital platforms, and other changes that will likely continue to affect how organizations are run. But as long as an organization tries to imitate the traditional office environment with only cosmetic changes – it will not work; the copy will never be as good as the original. For the transition to remote work to be effective, it must be intentional from the outset and not an afterthought. It is not an attempt to virtualize the traditional office, but rather to change the paradigm, with the central factor being qualitative output measurement – no longer measuring work hours, but the completion of tasks and goals. Defining the metrics (KPI) for each employee is an important task that the organization must carry out, even irrespective of remote work, but in the transition to remote work – it is essential. It is no longer possible to rely on organizational culture or the office environment to ensure an employee performs their job; the employee’s metric must be defined and their performance evaluated accordingly.

How to Manage Organizational Processes Efficiently

To enable the transition, the organization must reduce the noise of office overhead to a minimum. Paperwork must move to a digital platform, hallway conversations will now be heard on slack, the task management system will become a significant daily work tool, and all this is meant to allow employees to work with peace of mind, wrap up all overhead in a few minutes a day, and get into the zone.

Our system is another tool that enables organizations to make the transition to a remote world. Broadly speaking – our system connects to the organization’s ERP system and allows employees who until now were not part of the financial process to take an active part in the process, not through emails, messages, and phone calls, but by placing each employee in their correct organizational position. At its core is an algorithm designed to reflect the organizational hierarchy; the requirement to build this hierarchy often leads the organization to do some internal homework in order to examine roles, procedures, and the organizational and financial structure. Here again we witness the refinement of a process that distributed work requires – it is no longer possible to rely on the secretary to pass along the document – the process must be defined in advance.

Implementing a financial system of our kind enables organizational transparency, which is also required in the new way of working. Every unit in the organization is reflected in the organizational tree, and it is easy to see the nodes where decisions converge, as well as examine financial performance, each according to their authorization. It does not matter whether we are dealing with a budget and procurement management process or managing the production process and generating relevant accounting documents.