To achieve lasting change, global process owners and senior leadership should set strategic business outcomes as overarching key performance indicators to measure against and contribute toward.

A misconception is that global process owners can influence only processes directly under their control. While it may not always be practical to have an individual role own every element of a process, the global process owner role must be structured to adequately advise global stakeholders. Without their buy-in, the role may not be equipped to drive process transformation.

Global process owners are best positioned for success when they report to the executive who owns the strategic business outcomes. This allows the role to effectively advise senior leadership away from siloed process metrics and toward perspectives shaped by the strategic business outcomes.

Once in place, giving global process owners end-to-end process visibility is the “secret sauce” to drive success. It’s critical that they work across the value stream to map the associated process, technology, customer experience, data, and controls. Special emphasis should be placed on ensuring the right data is available at the right time.

Organizations must lay out key decisions prior to kicking off transformation. Working together and defining a decision rights matrix upfront allows for transparent expectations and process governance. As organizations define the global process ownerrole, key decisions for responsibilities should include selecting new technologies andpioneering new ways of working and setting priorities across the value stream.