Continuing the momentum of our renewed commitment to create a modern logistic’s company, we come to the second part of our 3 fold strategy, the process. If you ask anyone today about the most vulnerable part of an organisation, they’d say ‘process’, hands down. This has been the ultimate bottleneck in any organisation.
We should know however, that what we’re suggesting is not as easy as noting down a theoretical process and then following it like a school schedule. Organisational workflows are cumulatively complex and dynamic. This is because their objective is more than clerical now. Not only do they need to solve real world problems, but they need to bring different people in the workforce, across hierarchy and departments to do it. Ask senior management today, and they’ll tell you processes are only good on paper, which could be true to an extent, but people quickly realised that processes were
- Not working
- Really need to work.It was that simple. We never needed to abandon processes, just upgrade them. Which is why we set out to identify and invent new processes that truly drive Pridel at it’s core. This global identity that we’ve set out to create is only possible with every element working in synergy, following a universal workflow that makes sense, and delivers results. Such an effort is undertaken with two approaches:
– Designed by the people
We realised the key to creating a process that people will execute is by including the same people in it’s formation. Makes sense right? We’ve leveraged our invaluable pool of knowledge spread across the hundreds of our employees and partners around the world to create a process that truly empathises with everyone involved and creates an environment of inclusivity. This enables workflows that stem from practicality and give the people a sense of control.
– Creating a modular workflow
For a process to drive one of the most dynamic industries’ on the planet, it needs to be flexible. Gone are the days when we just had to do something because ‘that’s how it’s being done so far.’ A logistics firm, on any average day is full of improvisation. For that reason, clubbing a process with improvisation defeats the purpose, or does it? In the context of workflows, improvisation is achieved through small, but incremental changes in the process that
a) Adjusts to serve the problem at hand
b) One that can be scalable and standardised quickly
Obviously, we’ve set out to accomplish a mammoth task and like we keep saying, this is only the beginning. We urge our readers and partners to follow our blog space keenly this year to stay up-to-date with our developments. We are very excited for this new direction and we’re even more excited to have you be a part of it with us. Stay tuned for the third part in this series, and a happy new year!