organisation: a process

Very often Organisations are viewed through a structural frame as a limited entity. There are various market scales and indices to evaluate in terms of its quantifiable aspects ; be it commercial, physical, financial or people. Governance institutions like exchanges or rating bodies also exist to assign labels and grant visibility.Even virtual organisations occupy cloud space with an internet address. In fact static views helps control,regulations and public accountability. These are largely results based,post facto and not on ongoing processes. The on going processes reflects organisation's effectiveness or sustainability for future. Even P/E multiples is not a reliable indicator in this respect as it is not based on internal processes. It is the intangible processes like performance, leadership, values etc, evolving or changing on a continuous basis, fuels the soul of an organisation. Leaders review these processes on a continuous basis. like skillful driving (process)to maneuver in heavy traffic; not the Car/technology or driver/demographics. The control on processes alone can help ensure growth and development to the organisation. One can reflect on the integrity of the processes, its potential to fuel prospective business cycles. for eg, Succession plans if based on extrinsic factors, erode faith of employees over interdependence between growth and performance. Annual appraisals slips into yet another ritual,impotent; processes get derailed over a period of time. Another process is for eg. transparency in value addition, equitable sharing of added value amongst stakeholders and customers: undoubtedly improves market credibility. FMCG companies will vouch for the efficacy of such processes for customer retention. People who miss out the process side of 'organisation' will continue look at the dashboard readings etc, on the visible entity side of an organisation, blind to its trailing nature ; that lull before the storm.