Processes as a streamlined element of strategy
Moving away from problem-solving towards designing the easiest way towards desired outcomes.
There is really only one good reason to focus on process optimisation: to make work easier and outcomes successful. Yet, processes sometimes appear almost holy, receiving a great deal of attention—even when they fail to create the path of least resistance towards our intended results.
Organic design vs. intentional design
Often, the way we organise the work evolves organically.
We adapt our working methods after changes, and over time, things become complicated and frustrating. Eventually, the friction builds…
We then attempt to fix this from a problem-oriented perspective, limiting ourselves to addressing only a small part of the bigger picture: the problem.
Organic changes to our work processes are natural, as are the challenges they can bring. The best response to a problem however is to redesign processes to create the easiest path to our desired outcomes.
This approach doesn’t just simplify and clarify a process; it also turns them into a aligned element of the strategic plan, directly supporting the organisation’s goals.
From problem-solving to creating
I prefer to speak of process design or redesign rather than optimisation. This shifts the focus from solving problems to creating the outcomes we aim for.
While it is possible to solve problems as part of the creative process, we rarely create while solving problems. These are fundamentally different activities:
- Problem-solving removes something undesirable from reality (the problem).
- Creating is bringing something new into reality.
Processes should serve us
and we serve the outcome
The more people involved in an organisation’s creative process, the more we benefit from making formal agreements, documenting, and visualising processes. This makes work simpler and supports the outcomes we work to achieve.
Processes and agreements are there to serve our goals—we are not there to serve processes and agreements. Yet, this can sometimes feel reversed. That’s why I dedicate considerable time to building support. Process design is, at its heart, human work.
Energy moves where it is
easiest to go
Business expertise on non-profits
During this process, my experience in business management for non-profits and as an all-round copywriter is at your disposal. A career in business professionalisation within arts and culture has equipped me with knowledge of finance & control, bookkeeping, process optimisation, operations, legal structures, fundraising, and public subsidies. My work as a writer has spanned marketing copywriting and co-authoring business documents such as policy plans, annual reports, and grant applications in the cultural sector.
This knowledge is mostly based on how thing works in the Netherlands.
Fees
The first session is free in order for both of us to find out whether we are a good match. Additionally, I offer a no-questions-asked money-back guarantee if things don’t work out.
- hourly rates (non-profit en for-profit)
- programme fees (sliding scale based on income)
- funding through a grant
| For organisations |
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| Strategic plan – From ambition to business plan to results. Clarity + the easiest way forward + business development. Skills for change – Adaptability is the most important skill an organisation can have in times of change. I guide your change process and train your change skills. Management information – Towards well-informed managers, intuitive financial reporting structures and good co-creation with the financial team Process redesign – A process is the path of least resistance to a desired outcome. Or is it not? Towards processes that smoothly align with the business strategy. |
| Free form consulting – How can structural dynamics support your organisational development ? |
| For ambitious people |
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| Coaching – Structural design for leaders, solo-entrepreneurs and people with challenging realities and spicy goals |
