![The definitions of process just given could just as easily apply to activities wearing the labels
function, task, step, or operation. Indeed, if you accept the notion that a process is a set of related
activities, then any set of related activities, regardless of scope or scale, constitutes a process, and
any label for activity is also a legitimate synonym for process. In the end, words fail us. As a
result, the meaning of process eludes us. This lack of meaning creates much of the difficulty in
defining an organization’s business processes.
An organization’s transformational processes (the conversion of inputs to outputs) and its
transactional processes (the exchange of outputs for inputs) define the organization from the
process perspective. The transformational-transactional view of organizations shown in Figure 1
suggests that all organizations have only a few basic processes. Some basic processes clearly
implied by Figure 1 are listed below.
Process 1
Converting products, and services coming in to products and services going out.
Process 2
Getting products and services from the producer to the customer or the marketplace.
Process 3
Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments.
Process 4
Managing the money coming in, the money going out, and any surplus.
Process 5
Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [
Although Figure 1 emphasizes products and services as the major inputs, capital in the form of
loans from lenders and investments from investors is another major input, as is information.]
These basic processes are themselves parts of larger loops of activity, some of which are
transformational and some of which are transactional in nature. An organization’s processes, that
is, the flow of inputs and outputs through its transformational and transactional loops, are
typically divided up into some commonly accepted business functions.
With additional thought, other functions can be added to those above:
The precise form these functions take, the labels they wear, and their distribution among a firm’s
functional structures vary with the industry, the technology, and the history of the firm in
question. That aside, the basic lesson is plain to see: There are only about a dozen or so basic
business functions in any organization, and even fewer business processes.
Examples at ETS
Consider the case at my company, Educational Testing Service (ETS), home to a host of tests
recognizable by their initials: for example, SAT, GRE, and GMAT. Ask almost anyone at ETS to](https://image.slidesharecdn.com/thedefinitionsofprocessjustgivencouldjustaseasilyapplyto-230412010340-449765d7/85/The-definitions-of-process-just-given-could-just-as-easily-apply-to-pdf-1-320.jpg)
![generate a list of ETS’s key processes and, chances are, the list will include the following:
Press for a longer list and you’ll probably see some of the following—plus others:
Pose any of the items above as examples of processes, however, and they will be immediately
disputed. The primary reason for this contentiousness is that most analyses of processes are
"floating," adrift in a sea of undefined terms, unclear boundaries, different perceptions and
experiences, unstated assumptions and expectations, and an unwittingly imposed mindset.
Anchor the analysis
The solution to the problem of "floating analyses" is to anchor the analysis of a business
process to something or someone, preferably to a tangible product or, better yet, to the customer.
An example follows.
The tangible products with which ETS test takers come in contact include the following:
Moreover, the test takers typically come in contact with these products over time in the order
listed. In some cases, test takers actually produce the finished product (e.g., filling out
registration forms and filling in the bubbles on answer sheets). These products, then, offer
evidence of some larger process and, at the same time, they mark off its subprocesses
Process 1
Converting products, and services coming in to products and services going out.
Process 2
Getting products and services from the producer to the customer or the marketplace.
Process 3
Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments.
Process 4
Managing the money coming in, the money going out, and any surplus.
Process 5
Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [
Although Figure 1 emphasizes products and services as the major inputs, capital in the form of
loans from lenders and investments from investors is another major input, as is information.]
Solution
The definitions of process just given could just as easily apply to activities wearing the labels
function, task, step, or operation. Indeed, if you accept the notion that a process is a set of related
activities, then any set of related activities, regardless of scope or scale, constitutes a process, and
any label for activity is also a legitimate synonym for process. In the end, words fail us. As a
result, the meaning of process eludes us. This lack of meaning creates much of the difficulty in
defining an organization’s business processes.](https://image.slidesharecdn.com/thedefinitionsofprocessjustgivencouldjustaseasilyapplyto-230412010340-449765d7/85/The-definitions-of-process-just-given-could-just-as-easily-apply-to-pdf-2-320.jpg)
![An organization’s transformational processes (the conversion of inputs to outputs) and its
transactional processes (the exchange of outputs for inputs) define the organization from the
process perspective. The transformational-transactional view of organizations shown in Figure 1
suggests that all organizations have only a few basic processes. Some basic processes clearly
implied by Figure 1 are listed below.
Process 1
Converting products, and services coming in to products and services going out.
Process 2
Getting products and services from the producer to the customer or the marketplace.
Process 3
Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments.
Process 4
Managing the money coming in, the money going out, and any surplus.
Process 5
Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [
Although Figure 1 emphasizes products and services as the major inputs, capital in the form of
loans from lenders and investments from investors is another major input, as is information.]
These basic processes are themselves parts of larger loops of activity, some of which are
transformational and some of which are transactional in nature. An organization’s processes, that
is, the flow of inputs and outputs through its transformational and transactional loops, are
typically divided up into some commonly accepted business functions.
With additional thought, other functions can be added to those above:
The precise form these functions take, the labels they wear, and their distribution among a firm’s
functional structures vary with the industry, the technology, and the history of the firm in
question. That aside, the basic lesson is plain to see: There are only about a dozen or so basic
business functions in any organization, and even fewer business processes.
Examples at ETS
Consider the case at my company, Educational Testing Service (ETS), home to a host of tests
recognizable by their initials: for example, SAT, GRE, and GMAT. Ask almost anyone at ETS to
generate a list of ETS’s key processes and, chances are, the list will include the following:
Press for a longer list and you’ll probably see some of the following—plus others:
Pose any of the items above as examples of processes, however, and they will be immediately
disputed. The primary reason for this contentiousness is that most analyses of processes are
"floating," adrift in a sea of undefined terms, unclear boundaries, different perceptions and
experiences, unstated assumptions and expectations, and an unwittingly imposed mindset.
Anchor the analysis](https://image.slidesharecdn.com/thedefinitionsofprocessjustgivencouldjustaseasilyapplyto-230412010340-449765d7/85/The-definitions-of-process-just-given-could-just-as-easily-apply-to-pdf-3-320.jpg)
![The solution to the problem of "floating analyses" is to anchor the analysis of a business
process to something or someone, preferably to a tangible product or, better yet, to the customer.
An example follows.
The tangible products with which ETS test takers come in contact include the following:
Moreover, the test takers typically come in contact with these products over time in the order
listed. In some cases, test takers actually produce the finished product (e.g., filling out
registration forms and filling in the bubbles on answer sheets). These products, then, offer
evidence of some larger process and, at the same time, they mark off its subprocesses
Process 1
Converting products, and services coming in to products and services going out.
Process 2
Getting products and services from the producer to the customer or the marketplace.
Process 3
Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments.
Process 4
Managing the money coming in, the money going out, and any surplus.
Process 5
Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [
Although Figure 1 emphasizes products and services as the major inputs, capital in the form of
loans from lenders and investments from investors is another major input, as is information.]](https://image.slidesharecdn.com/thedefinitionsofprocessjustgivencouldjustaseasilyapplyto-230412010340-449765d7/85/The-definitions-of-process-just-given-could-just-as-easily-apply-to-pdf-4-320.jpg)
The definitions of process just given could just as easily apply to .pdf
- 1. The definitions of process just given could just as easily apply to activities wearing the labels function, task, step, or operation. Indeed, if you accept the notion that a process is a set of related activities, then any set of related activities, regardless of scope or scale, constitutes a process, and any label for activity is also a legitimate synonym for process. In the end, words fail us. As a result, the meaning of process eludes us. This lack of meaning creates much of the difficulty in defining an organization’s business processes. An organization’s transformational processes (the conversion of inputs to outputs) and its transactional processes (the exchange of outputs for inputs) define the organization from the process perspective. The transformational-transactional view of organizations shown in Figure 1 suggests that all organizations have only a few basic processes. Some basic processes clearly implied by Figure 1 are listed below. Process 1 Converting products, and services coming in to products and services going out. Process 2 Getting products and services from the producer to the customer or the marketplace. Process 3 Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments. Process 4 Managing the money coming in, the money going out, and any surplus. Process 5 Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [ Although Figure 1 emphasizes products and services as the major inputs, capital in the form of loans from lenders and investments from investors is another major input, as is information.] These basic processes are themselves parts of larger loops of activity, some of which are transformational and some of which are transactional in nature. An organization’s processes, that is, the flow of inputs and outputs through its transformational and transactional loops, are typically divided up into some commonly accepted business functions. With additional thought, other functions can be added to those above: The precise form these functions take, the labels they wear, and their distribution among a firm’s functional structures vary with the industry, the technology, and the history of the firm in question. That aside, the basic lesson is plain to see: There are only about a dozen or so basic business functions in any organization, and even fewer business processes. Examples at ETS Consider the case at my company, Educational Testing Service (ETS), home to a host of tests recognizable by their initials: for example, SAT, GRE, and GMAT. Ask almost anyone at ETS to
- 2. generate a list of ETS’s key processes and, chances are, the list will include the following: Press for a longer list and you’ll probably see some of the following—plus others: Pose any of the items above as examples of processes, however, and they will be immediately disputed. The primary reason for this contentiousness is that most analyses of processes are "floating," adrift in a sea of undefined terms, unclear boundaries, different perceptions and experiences, unstated assumptions and expectations, and an unwittingly imposed mindset. Anchor the analysis The solution to the problem of "floating analyses" is to anchor the analysis of a business process to something or someone, preferably to a tangible product or, better yet, to the customer. An example follows. The tangible products with which ETS test takers come in contact include the following: Moreover, the test takers typically come in contact with these products over time in the order listed. In some cases, test takers actually produce the finished product (e.g., filling out registration forms and filling in the bubbles on answer sheets). These products, then, offer evidence of some larger process and, at the same time, they mark off its subprocesses Process 1 Converting products, and services coming in to products and services going out. Process 2 Getting products and services from the producer to the customer or the marketplace. Process 3 Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments. Process 4 Managing the money coming in, the money going out, and any surplus. Process 5 Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [ Although Figure 1 emphasizes products and services as the major inputs, capital in the form of loans from lenders and investments from investors is another major input, as is information.] Solution The definitions of process just given could just as easily apply to activities wearing the labels function, task, step, or operation. Indeed, if you accept the notion that a process is a set of related activities, then any set of related activities, regardless of scope or scale, constitutes a process, and any label for activity is also a legitimate synonym for process. In the end, words fail us. As a result, the meaning of process eludes us. This lack of meaning creates much of the difficulty in defining an organization’s business processes.
- 3. An organization’s transformational processes (the conversion of inputs to outputs) and its transactional processes (the exchange of outputs for inputs) define the organization from the process perspective. The transformational-transactional view of organizations shown in Figure 1 suggests that all organizations have only a few basic processes. Some basic processes clearly implied by Figure 1 are listed below. Process 1 Converting products, and services coming in to products and services going out. Process 2 Getting products and services from the producer to the customer or the marketplace. Process 3 Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments. Process 4 Managing the money coming in, the money going out, and any surplus. Process 5 Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [ Although Figure 1 emphasizes products and services as the major inputs, capital in the form of loans from lenders and investments from investors is another major input, as is information.] These basic processes are themselves parts of larger loops of activity, some of which are transformational and some of which are transactional in nature. An organization’s processes, that is, the flow of inputs and outputs through its transformational and transactional loops, are typically divided up into some commonly accepted business functions. With additional thought, other functions can be added to those above: The precise form these functions take, the labels they wear, and their distribution among a firm’s functional structures vary with the industry, the technology, and the history of the firm in question. That aside, the basic lesson is plain to see: There are only about a dozen or so basic business functions in any organization, and even fewer business processes. Examples at ETS Consider the case at my company, Educational Testing Service (ETS), home to a host of tests recognizable by their initials: for example, SAT, GRE, and GMAT. Ask almost anyone at ETS to generate a list of ETS’s key processes and, chances are, the list will include the following: Press for a longer list and you’ll probably see some of the following—plus others: Pose any of the items above as examples of processes, however, and they will be immediately disputed. The primary reason for this contentiousness is that most analyses of processes are "floating," adrift in a sea of undefined terms, unclear boundaries, different perceptions and experiences, unstated assumptions and expectations, and an unwittingly imposed mindset. Anchor the analysis
- 4. The solution to the problem of "floating analyses" is to anchor the analysis of a business process to something or someone, preferably to a tangible product or, better yet, to the customer. An example follows. The tangible products with which ETS test takers come in contact include the following: Moreover, the test takers typically come in contact with these products over time in the order listed. In some cases, test takers actually produce the finished product (e.g., filling out registration forms and filling in the bubbles on answer sheets). These products, then, offer evidence of some larger process and, at the same time, they mark off its subprocesses Process 1 Converting products, and services coming in to products and services going out. Process 2 Getting products and services from the producer to the customer or the marketplace. Process 3 Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments. Process 4 Managing the money coming in, the money going out, and any surplus. Process 5 Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [ Although Figure 1 emphasizes products and services as the major inputs, capital in the form of loans from lenders and investments from investors is another major input, as is information.]