Artsen Zonder Grenzen has grown rapidly in recent years. An extensive audit revealed that many critical organizational processes had not been mapped out. With high staff turnover, much knowledge is lost and the wheel is repeatedly reinvented.

With mapping and updating the critical organizational processes, the organization is then able to make improvements.

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What concrete impact have you realized?

  • Mapping 50 critical business processes, including for each process:
  • Systems/applications used.
  • Responsibilities described (RACI)
  • Standard Operating Procedures (SOPs) designed and introduced in the organization
  • Activating process thinking: start of a culture change

Returned ownership by training all process owners on the tool used, so that in the future they can update and adapt the processes themselves.

What are the success factors for achieving this impact?

  • Quickly becoming part of MSF and gaining confidence
  • Working closely with department heads and staff 'in operations'
  • Be able to 'deep dive' into the details of an organization
  • Understanding how and especially why certain processes work as 'it was once conceived.'

What approach/role did you (and your team) play in this journey?

As process managers, we gathered the information within the organization, organizing brownpaper sessions. We incorporated the information obtained into a software platform tool to provide structure. This was a comprehensive role:

  • Responsible for communication (mainly in English) with own departments to map the processes;
  • Partner in conversation and supporting the client