Before implementation compile a formal needs assessment list. Talk to employees in every function of the organization. While ABM will not solve every need, employees are much more likely to embrace it if they understand from the onset that ABM is being created with their collective needs in mind. Each rower must synchronize their stroke with teammates to optimize speed and minimize effort. To win the race with competition in the marketplace, organizations must use their ABM systems to synchronize business processes and continuous improvement initiatives.
Organizational charts imply that companies function vertically.
ABM, however, exposes that the organization actually functions horizontally via a web of cross-functional activities. To this end, an increasing number of organizations are creating a new position titled Business Process Manager. For example, a Procurement Process Manager would be responsible for synchronizing the workloads of activities performed in Purchasing, Receiving, Quality Assurance, Warehouse, and Accounts Payable. While an important role remains for the functional manager, process managers are needed to steer and synchronize cross-functional teams in the race towards the 21st century. Effective ABM'ers should synchronize their annual workplans with other initiatives to optimize financial results and minimize confusion.