Everyone says process matters. But when it breaks, who’s accountable?
That question gets uncomfortable fast, because while every organization talks about people, process, and technology, only two of those have a clear owner. People go to HR. Technology reports to the CIO. Process? That falls into a void.
Despite being the mechanism by which everything gets done, process is the only part of the business that lacks a defined home. There is no Chief Process Officer in most org charts. No enterprise-wide Process Function. No accountable team with the mandate to manage, govern, and modernize execution at scale.
Instead, process is run by committee, or worse, absorbed by whatever team last touched it. A Lean Six Sigma practitioner. An IT systems integrator. A BPO vendor. A project team. A transformation office. All temporary. All fragmented. None with lasting ownership.
So when delivery fails, when goals go unmet, when automation backfires or KPIs slide, process becomes everyone’s problem and no one’s responsibility.
This isn’t just operationally risky. It’s a leadership failure. We’ve elevated technology strategy and people strategy into core executive functions. But process, our execution system, has been relegated to a workshop, a toolset, or a project deliverable. Not something owned. Not something governed.
Why This Happens:
Most leaders were never taught to manage process as an asset. They inherited org charts, not execution maps. They grew up solving problems, not governing systems. So process management remains a tactical activity, even in enterprises that should know better.
The result is a structural blind spot that shows up in every underperforming initiative, every reorg that doesn’t land, every platform that gets deployed but never delivers.
The PMD Solution: Give Process a System, and a Seat at the Table
At Tactegra, we don’t just ask who owns process. We build the infrastructure that makes ownership possible.
Process Modernization and Design (PMD) turns process into a governed system, not a loose collection of initiatives. It delivers structure, inventory, classification, alignment to mission, maturity and health scoring, and governance. Then it embeds the Process Operating Management System (POMS) to make modernization continuous, visible, and accountable.
This is how process becomes manageable at scale. Not with another improvement toolkit. With a formal execution system.
Closing Thought:
Until process has a real owner, you’re not managing execution, you’re just reacting to it. PMD closes the leadership gap by making process governable, strategic, and controlled. Because if process is how the business runs, someone should be running process.