{"id":16084,"date":"2026-10-15T15:10:11","date_gmt":"2026-10-15T13:10:11","guid":{"rendered":"https:\/\/www.improven.nl\/?p=16084"},"modified":"2026-10-15T15:10:12","modified_gmt":"2026-10-15T13:10:12","slug":"waarom-iedere-organisatiestrategie-een-processtrategie-nodig-heeft","status":"publish","type":"post","link":"https:\/\/www.improven.nl\/en\/nieuws\/waarom-iedere-organisatiestrategie-een-processtrategie-nodig-heeft\/","title":{"rendered":"Why every organisational strategy needs a process strategy"},"content":{"rendered":"

Virtually every organisation has an organisational strategy. Decisions are made regarding growth, customer focus, innovation, efficiency, social impact or agility. Managers determine where the organisation wants to go, what position it wants to occupy in the market and how it wants to distinguish itself from others. Yet we are increasingly noticing something: whilst many organisations have a clear organisational strategy, surprisingly few have an explicit process strategy.<\/p>\n

When organisations struggle to achieve their strategic objectives, the cause is often attributed to culture, leadership, communication or a willingness to change. Whilst these factors are undoubtedly important, in many cases what is lacking above all is the link between the chosen strategy and the processes required to implement that strategy on a day-to-day basis. It is precisely here that the gap between ambition and results often arises.<\/p>\n

Based on these ideas, we developed our vision of Strategy-Driven Process Management, in which the design of processes is directly linked to the organisation\u2019s strategic choices.<\/p>\n

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The missing link between ambition and results<\/h2>\n

When a new strategy is adopted, the focus often falls on change programmes, communication, leadership and projects. This is understandable, as these are the visible aspects of change. At the same time, it is easy to forget that no strategy implements itself. Ultimately, strategy becomes evident in the way customers are assisted, permits are processed, products are developed, care is provided or services are delivered.<\/p>\n

Nevertheless, organisations often devote a great deal of attention to the question of what they want to achieve, and relatively little attention to the question of how their processes should contribute to that ambition. This regularly leads to a situation where the strategic direction changes, whilst the underlying processes remain largely the same. On paper, the organisation is moving forward, but in practice, implementation remains based on old principles. This makes strategy execution much more difficult than it needs to be.<\/p>\n

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The problem often isn\u2019t the strategy<\/h2>\n

When strategic objectives are not met, the focus quickly turns to a lack of buy-in, resistance to change or poor leadership. Sometimes these are indeed the causes. However, just as often we see organisations attempting to implement a new strategy using processes designed for a different strategic reality.<\/p>\n

For example, an organisation may wish to innovate more quickly, whilst its decision-making processes are still entirely geared towards maximum risk management. Another organisation may opt for distinctive services, but manages its processes solely on the basis of standardisation and efficiency. And organisations that strive for agility often find themselves bogged down in complex consultation structures, extensive governance and multiple layers of approval.<\/p>\n

In such situations, the problem does not lie so much in the strategy itself. The problem is that the processes have not changed accordingly. The strategic ambition looks to the future, whilst the processes are still geared towards the past. Because processes determine how decisions are made, how work is carried out and how staff are assessed, in practice they almost always take precedence over strategy documents and PowerPoint presentations. After all, employees mainly do what the process requires of them and much less what is described in a strategy presentation.<\/p>\n

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Not every strategy requires the same process management<\/h2>\n

One of the biggest misconceptions in the field of process management is the idea that there is a single \u2018best\u2019 way to manage processes. Of course, there are principles that add value almost everywhere. Clear responsibilities, ownership, customer focus and insight into performance are relevant to every organisation. But as soon as we look at the way in which processes are designed and managed, a much more nuanced picture emerges.<\/p>\n

Take a financial regulator, for example. In this environment, reliability, compliance and risk management are key. Here, processes are primarily designed to prevent errors, manage risks and enable accountability. Diligence takes precedence over speed, and any deviations must be visible and justifiable.<\/p>\n

Compare that with a software company that sets itself apart through innovation. Here, the emphasis is precisely on experimentation, learning and adapting quickly. When every initiative must first go through extensive control and decision-making mechanisms, the organisation\u2019s capacity for innovation is lost. Short feedback loops, rapid decision-making and scope for learning are far more important in such cases.<\/p>\n

A manufacturing company that competes on price faces a very different set of challenges. Efficiency, predictability, standardisation and cost control are key priorities there. Increasing capacity, reducing waste and continuously improving performance are logical areas of focus.<\/p>\n

Interestingly, all three of these organisations may have excellent process management in place. However, their processes, governance, KPIs and improvement approaches will differ fundamentally. What constitutes best practice for one organisation may, in fact, act as an obstacle for another. This is consistent with the different development paths organisations can take, where the focus may lie on control, improvement, innovation or agility.<\/p>\n

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The question that almost nobody asks<\/h2>\n

Many organisations wonder whether their processes are in order. That is certainly a valid question. However, there may be a more important question that is asked far less often: do our processes actually support the strategy we are trying to implement?<\/p>\n

That difference may seem small, but it fundamentally changes the conversation. It is no longer about process models, dashboards or governance as an end in itself. Instead, it is about whether processes contribute to the results the organisation actually wants to achieve. Process management thus shifts from an operational tool to a strategic instrument.<\/p>\n

Organisations that take this question seriously often find that process quality is not the same as strategic fit. A process may function perfectly well in accordance with the agreed standards, whilst at the same time failing to contribute sufficiently to the organisation\u2019s chosen direction.<\/strong> It is precisely this observation that often serves as the starting point for a new way of looking at processes.<\/p>\n

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Why organisations often improve the wrong things<\/h2>\n

This gives rise to an interesting paradox. Many organisations invest heavily in process improvement. Lead times are reduced, errors are minimised and KPIs improve. From an operational perspective, these are often positive developments. Yet this does not automatically lead to greater strategic success.<\/p>\n

The reason is simple: an improvement is only valuable if it contributes to the organisation\u2019s chosen direction. An organisation that wishes to stand out through bespoke solutions can make its processes increasingly efficient, whilst customers actually expect flexibility and personalised attention. An organisation that prioritises innovation can further professionalise its governance, whilst that very same governance makes experimentation increasingly difficult. And organisations that strive for customer focus may emphasise productivity, which in turn leaves staff with less time to assist customers effectively.<\/p>\n

In all these examples, processes do objectively improve. The only problem is that they improve in an area that is not the most important one. The organisation may well be optimising its execution, but not its strategy. This is akin to perfecting a racing car when the race is ultimately to be held on rough terrain.<\/p>\n

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From organisational strategy to process strategy<\/h2>\n

That is precisely why a process strategy is so important. Whilst an organisational strategy sets out where an organisation intends to operate, how it intends to create value and how it intends to differentiate itself, a process strategy translates these choices into the design and management of processes.<\/p>\n

A process strategy sets out the process capabilities required to successfully implement the organisational strategy. This involves questions such as: what principles guide the design of processes? What are our key performance indicators? How do we balance control, efficiency, customer focus, innovation and agility? And what process capabilities need to be developed to support the strategic objectives?<\/p>\n

These are not operational questions, but strategic choices. Some organisations require processes that focus primarily on stability and predictability. Other organisations, by contrast, require flexibility, innovation or continuous change. The key, therefore, is not to apply the same process management approach across the board. The key is to structure process management in such a way that it reinforces, rather than hinders, the chosen strategy.<\/p>\n

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A different perspective on process management<\/h2>\n

This approach calls for a different way of thinking about process management. All too often, the discussion is framed in terms of best practices or the ambition to further increase process maturity. Whilst these may be valuable perspectives, we do not believe they are the real starting point.<\/p>\n

The key question should be: what strategic ambition are we seeking to achieve, and what does that mean for our processes? Once that question takes centre stage, the role of process management changes fundamentally. Processes are then no longer seen as an administrative or support function, but as an essential part of strategy implementation.<\/p>\n

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In conclusion<\/h2>\n

Many organisations invest a great deal of time and energy in formulating a strategy. Directors determine where the organisation wants to go, how it intends to create value and how it aims to differentiate itself. Far less attention is then paid to the question of what sort of processes are needed to actually realise those ambitions. It is precisely here that the gap between strategy and implementation often arises.<\/p>\n

The question is therefore not simply whether your strategy is clear or whether your processes are in order. The more important question is whether your organisation has made a conscious decision as to what type of processes are needed to realise its strategic ambitions.<\/p>\n

When was the last time you explicitly discussed whether your processes reinforce or, on the contrary, hinder your chosen strategy?<\/strong><\/p>\n

During the Annual Process Management Conference on 1 December 2026<\/strong> We will address this question in detail. Over the course of several sessions, we will demonstrate why organisations with similar processes must nevertheless make fundamentally different choices in order to successfully implement their strategy, and what role Strategy-Driven Process Management plays in this.<\/p>\n

Are you a director, manager, process owner or change manager looking to strengthen the link between strategy and implementation? If so, we warmly invite you to join us on 1 December to share your ideas, exchange experiences and engage in discussion.<\/p>\n

After all, strategy is not realised through plans or presentations, but through processes. And that is why every organisational strategy deserves a process strategy<\/strong>.<\/p>\n\n\t

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