How do you know a process is wrong?

Let's define a "wrong" process as one that could run in an improved way. With our screening methods we identify process improvement potentials typically in these areas:

• Results. The expected objectives and outcomes are not clearly defined, so that different stakeholders work at the achievement of different results.
• Duration. The process takes too long, e.g. customers wait too long for their responses.
• Efficiency. The process is not efficient, e.g. the process performing people spend too much effort in getting the outcomes.
• Effectiveness. There are many cases where a process does not deliver the once defined ideal outcomes. Example: A delegation of authority process that does not guarantee an appropriate approval at all levels.
• Integration. The process runs isolated with lacking interfaces to other processes.
• Complexity. The process is too complex to be understood.
• System support. Too little or too much automation can cause underperformance.
• Transparency. The process is not clear to the performing people.
• Execution. The process might be defined and perfectly documented, but is executed in a different way or not at all.

These are some examples of "wrong" processes that cost organisations money, people's motivation and customers' loyalty.