Purpose, People, Process

One of the well known change management frameworks, Purpose, People and Process focuses on key elements that need to be aligned in order for a business to be successful:


Purpose includes elements such as a shared vision, shared values, and commitment, providing strategic direction to the organization in order to engage everybody and get them to act towards these goals. It also often will include shared stories or a history that defines and unites the organization.


People includes factors such as accountability (clear roles, an effective performance evaluation system, constructive feedback mechanisms, a focus on getting things done), Leadership (the right style of leadership, empowered managers) and an effective organizational structure.


Processes include elements like a learning organization (benchmarking, training and coaching, etc.), a culture of continuous improvements (problem solving, creativity and innovation, etc.) and effective information systems (to support decision making, track the right metrics, and capture lessons learned).



The graphic above depicts these three elements, and also highlights the interfaces between them:
Clear purpose and effective processes allow an organization to capture value and execute effective strategic and operational plans.
Effective processes and empowered people will result in an organization that focuses on the key issues and gets the job done.
Empowered people and a clear purpose will provide inspiration to shape an organization and allow it to change and adapt to its environment.

I have seen this framework applied several time, often in the context of a large scale change management effort, or a post-merger management integration project. Note that there are also a variety of alternative versions of the framework: I have seen:
Purpose, People, Power
Purpose, People, Power, Projects (particularly relevant in the context of a PMM project, where the issue is to lay-out a number of specific projects to capture synergies)
People, Purpose, Process, Data
Etc.

And I have seen the various elements graphically depicted as triangles, circles, or sequential boxes. The sequential boxes are actually quite relevant, because there is a certain logic to the framework: Purpose usually comes first, followed by people, then process (and then anything else, if you’re so inclined…).
References:
Collins, James C. and Porras, Jerry I. Built to Last. HarperBusiness. 1994
Goldstein, Jeffrey. The Unshackled Organization. Productivity Press. 1994