Process Governance

Despite strong strategies and committed leadership, many organizations consistently fall short of performance expectations. The problem isn't a lack of vision, it's the absence of structural discipline. While enterprises govern their finances, people, and technology with rigor, the one system they rely on most, process, remains largely ungoverned. Process is how work gets done. It is the execution engine of the enterprise. Yet in most environments, process is undocumented, fragmented across departments, inherited through tribal knowledge, and altered without control. The result: policies fail to translate into practice, change is absorbed unevenly, risk accumulates invisibly, and improvement efforts fade because no one owns the baseline. This paper defines Process Governance as the missing enterprise capability, one that elevates process from an operational detail to a managed, measurable, and strategically controlled asset. Governance is not bureaucracy, it is the structural mechanism that ensures process performs consistently, adaptively, and...