How to Leverage Process Frameworks | APQC Webinar

Process frameworks are most valuable when they’re chosen with clear criteria—especially around KPI/measure needs, industry alignment, and whether a “starter kit” exists—and then used to turn standardization into measurable performance gains. APQC’s 2023 survey results show that roughly three out of four organizations use a process framework, with APQC’s Process Classification Framework (PCF) leading, followed by ITIL and SCORE. The selection priorities have shifted since earlier survey waves: “depth” has dropped, while “breadth” no longer sits at the very top. Instead, many organizations now focus on three practical questions: whether the framework includes the KPIs/measures needed for apples-to-apples comparisons, how well it aligns to their industry, and whether it provides a starter kit so teams don’t have to build from scratch.

Once a framework is in place, organizations tend to apply it first to process discovery and performance improvement. In a live poll, about 63% of participants said they use frameworks for process discovery and standardization, with performance improvement next; roughly one-third reported they don’t use a framework yet. The survey trend reinforces that emphasis: process discovery fell from 91% of organizations in 2019 to 69% in 2023, while performance improvement has risen to nearly match it. For discovery work, frameworks help teams build process maps or models, define current processes, and document business capabilities—largely because frameworks provide a ready-made library rather than forcing teams to reinvent structure.

Performance improvement is where frameworks are meant to prevent “random acts of improvement” that can create ripple effects. APQC highlighted four common uses: (1) moving from standardization to improvement, (2) measuring whether improvements worked, (3) prioritizing improvement opportunities under resource constraints, and (4) governing process variations. The path is KPI-driven: once measures are selected, organizations can identify performance gaps and then target improvements. Success metrics should be measurable and aligned to what business leaders care about—productivity, time savings, and reduced costs—while staying objective and minimizing human bias. Prioritization also requires balancing effort and reward and accounting for upstream/downstream impacts.

Implementation differs from application. Applying a framework describes how teams use it; implementing it means embedding it into day-to-day operations. Survey results show the most common implementation steps are documenting and standardizing processes, followed by improving processes. Mapping is central to this work: frameworks define what work gets done, while process maps illustrate how it happens. Teams are advised to map only relevant processes—often starting around level three in the framework—so they don’t spend time mapping everything that won’t reveal actionable handoffs or variation.

Challenges and benefits track closely with change management. Top implementation obstacles include engagement, alignment, and purpose, plus limitations of the framework itself. APQC ties these to common change failures: insufficient communication, operational silos caused by jargon or mismatched definitions, and—most critically—lack of sustainability after rollout. Benefits reported from framework use include transparency that clarifies communication, reduced redundancy, fewer operational silos, and time savings.

The Q&A underscored practical guidance: end-to-end processes (e.g., procure-to-pay) can be incorporated via overlay, integration, or alignment depending on the goal; process relevance for mapping can be prioritized using criteria like risk, multi-department impact, and handoffs; and governance typically relies on process owners, stewards, and steering committees to enforce consistent use. Overall, the throughline is clear: frameworks deliver value when they’re selected for measurable outcomes and then embedded with governance, communication, and ongoing reinforcement.