đTrue North in the Chaos, Why Standardized Process Frameworks Matter, Especially Across Enterprises
Most organizations donât struggle because of complexity, they struggle because complexity isnât structured.
When work feels chaotic, the answer usually isnât more effort, itâs clearer structure.
In todayâs economy, organizations arenât just growing, theyâre diversifying, acquiring, integrating, and adapting at speed. That reality becomes even more pronounced in enterprise environments, where no two companies look exactly the same.
And thatâs okay.
This is where a shared, standardized Process Classification Framework (PCF) really earns its keep, whether you have several divisions, multiple locations, or are a solopreneur like myself, with one employee and one office.
A PCF isnât meant to force sameness. It creates shared structure, not identical businesses.
One enterprise company may not offer servicesâŚyet.
Some processes may be irrelevant todayâŚ
Another may not manufacture⌠yet.
Yet is the operative word.
Using a common framework means you donât worry about what doesnât fit right now. You focus on what does, while remaining flexible and keeping visible what may matter tomorrow. That visibility is what allows leaders to compare, prioritize, and act with confidence.
This is where the value compounds:
⢠You can see gaps clearly, without judgment
⢠You can compare apples to apples across organizations
⢠You can identify where one improvement, done well, can be replicated many times
⢠You reduce reinvention, debate, and bespoke design
There is real strength in numbers.
And the ability to improve something once, then reuse it across an enterprise, is priceless.
The key is resisting two common traps:
- Over-customization – The moment every organization bends the framework to fit itself perfectly, the power of comparison disappears.
- Trying to boil the ocean – You donât need to implement the entire framework at once. In fact, you shouldnât. Eat the elephant one bite at a time.
Start with the categories. Ensure each category has a senior leader accountable for direction and outcomes. Focus on roles, not people, making sure the work is covered, regardless of who fills the seat today. Focus on the process, not the person.
From there, build standards, standard work, and a simple dashboard aligned to the framework. That alone sets organizations, and enterprises, up for far more resilient execution.
Letâs face it, organizations, and their people, are not resistant to improvement. They are resistant to being measured on work that has not been made workable. By implementing a standard framework that clearly tells the story of success tied back to True North, everyone knows where their role fits and how they are adding value to the end game. Win-Win-Win.
Iâve recently gone through this exercise myself, reviewing my own framework for Stumped Strategic Consulting, using the APQC Cross-Industry Process Classification Framework (PCF), v7.2 as a backbone. The same principles hold whether youâre a solopreneur or overseeing thousands.
Someone once told me the brain works best in threes.
As one of three children, I think they were onto something.
Structure first.
Clarity next.
Improvement follows.
Iâd love to hear from my network:
Where are you in your process framework journey, single organization or enterprise?
Whatâs working, whatâs resisted, and where are you most STUMPED right now?
Together in progress đ
