Creating a Hybrid Business Process Model with Flowcharts

“The thing is, continuity of strategic direction and continuous improvement in how you do things is absolutely consistent with each other. In fact, they’re mutually reinforcing.” – Michael Porter

The art and science of modern business could be expressed as the execution of an expansive flow and interplay of ideas. This implies that modern businesses and enterprises are required to re-invent, re-engineer, and adapt their methods and modes of operation to match evolving market landscapes. Business operators must therefore preserve certain elements of continuity, while injecting new features, methods, ideas, and modules into an emerging hybridization of commerce. Such actions can originate in a long-term perspective that empowers business organizations to compete better in crowded markets.

Further, certain instances of the hybrid business process model would be “a mix of traditional product sales with the addition of hardware, software, cloud offerings, and other services via subscription.” The construction of such model must negotiate a range of ideas, thoughts, experimentation, and objective assessment in the minds of business and process owners/operators. Subsequently, these can translate into actions that find expression within flowcharts to output dynamic instances of hybrid business process model.

  • Re-thinking Customer Service

Evolved versions of customer retention tactics and strategies may comprise the cornerstone of certain versions of hybrid business process model. The rationale for this resides in the commercial imperative to win larger segments of customer populations as part of attempts to expand the footprints of business operations. In this context, hybrid processes may entail (the design and adoption of) digital technology-driven methods created to woo/win new customers, complemented by real world methods designed for similar objectives. In addition, entrepreneurs could ideate further and embrace the hybrid by designing and implementing best practices within the structures and rhythms of contemporary business processes. These mechanisms, when shaped inside flowcharts, allow businesses to frame sophisticated retention tactics and strategies.

  • Driving Digitalia

Accelerating the deployment of digital technologies may represent the core of drives geared to achieve hybrid business process model. Digital technologies can empower modern business organizations to expand beyond the limits imposed by traditional methods of commerce. Digital can also help businesses to explore non-linear tactics of growth and expansion, ideate on and adopt non-conventional strategies, and devise interesting variations in flows of business process. Pursuant to this, digital may find integration into the warp and weft of process models, elevate the quality of attainments, and expand the scope of business processes. Further, digital enables corporations to inaugurate collaborations between various business units, thereby amplifying the scope of performance of hybrid business process model.

  • Revising the Value Proposition

Fresh opportunities for business growth may arise when enterprises innovate by enmeshing enhanced value propositions with refined versions of cost structures. This edition of hybrid business process model may emerge within flow diagrams that explore the traditional ideas/mechanisms that underpin value propositions and cost structures. For instance, modern retailers may elect to expand and diversify their range of product offerings; simultaneously, they may undertake changes in back-end processes in a bid to refine existing cost structures and boost profitability. This stance would thus be an example of business innovation geared to attain hybrid processes. A range of such combinations could emerge when business operators undertake focused exploration inside spaces of flow-based diagrams.

  • Multi-Brand Services

Different brands of allied services can offer interesting variety in the development of hybrid business process model. Per this stance, businesses can ideate on a range of value-added services in pursuit of hybridization of business processes and operations. This stance also enables enterprises to evolve among peer competitors, enhance the range of their service/product offerings, and etch a clear path to sustained growth in modern markets. For instance, certain operators in the food service industry may elect to offer dine-in facilities, take-away services, gourmet food retail, merchandise in the form of packed ingredients, online cooking classes, etc. This version of hybrid would therefore be a variation in business process modeling and execution – a flow diagram can empower the business to create such diversified models that resonate with the emerging requirements of clients/customers.

  • Diversifying the Supply Chain

Suppliers, contractors, and commercial intermediaries remain vital to the success of modern business enterprises. In line with this assertion, an entrepreneur could elect to carve a bespoke hybrid business process model by sourcing materials/services from a variety of the above. This stance enables a spreading of business risks, confers pricing leverage on entrepreneurs, and enables process re-engineering in short order. It is important to acknowledge the costs of embracing this version of business model – readers must also investigate the various methods of designing and implementing such models through agency of flowchart-based illustrations. In addition, these diagrams can enable re-inventions underpinned by clear refinements in design/development of hybrid process models.

  • Primacy of Customer Sentiment

An enhanced focus on the requirements of clients/customer communities may comprise the kernel of an enlightened hybrid business process model. Pursuant to this, business operators could embed said focus inside every iteration of business process, undertake minor re-alignments of process details, and design new sub-processes. For instance, commercial operators of transportation services could implement a mix of technology, upgrades, and training to drive an enhanced focus on quality of services. Over time, this stance could be integrated into every business process, enabling hybridity to permeate the structure of said enterprise. In addition, the hybrid business process model gains heft when operators review/innovate process mechanics in a bid to elevate outcomes and their impact on customer satisfaction metrics.

  • Driving the Social Aspect

Social entrepreneurs may invest efforts and resources to create a hybrid business process model that serves commerce and society. Further, envisaging a range of processes that generate positive impact on social landscapes and pursue the objectives of commercial activity, could prove beneficial. Such entrepreneurship, when undertaken in the digital domain, enables individuals to reach large segments of customers and service their requirements for products/services. For instance, social entrepreneurs may carve processes that source environment-friendly materials from hinterlands and fashion these into products that enjoy commercial appeal. Alternatively, social could entail the creation of business processes that rely on the efficient use of natural resources. It would help to utilize flowcharts in order to develop instances of hybrid processes in a bid to create social value and pursue business innovation in contemporary climates.

  • In Conclusion

A survey of these ideas helps illuminate our understanding of the importance of hybrid processes in business operations. Considering the idea of hybrid as a force multiplier, one that bestows potential competitive advantage on owners and operators of commercial enterprises – appears to be a smart one. The flowchart can enable various expressions of the hybrid, can empower explorations at different levels, build consensus in the minds of business leaders, promote diversity in views, and drive modern enterprises toward new destinies. Businesses must therefore, consider the methods to manage the outcomes of such enterprise; a new range of evaluative mechanisms must gain prominence.

Further, flow-based diagrams could allow businesses and organizations to quantify the gains registered from the considered implementation of enhanced mechanisms and hybrid processes. Quantification could empower business decisions, enable intelligent maneuvers that promote commercial performance, and aid in the selection of quality new processes and sub-processes. In addition, such actions can help organizations inaugurate new regimes of market-driven experimentation and performance assessment programs. Outcomes could include the emergence of new paradigms of commerce, the devising of new methods that add to the bottom lines of enterprises, and a lower impact of business activities on the planet’s natural ecosystems and environments.

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