Map the 4–9 key processes that cut horizontally across your business functions — assign owners, set KPIs, and drive improvement every 90 days.
The Process Ownership Map tool maps the key processes that cut horizontally across your Role Scorecard Generator functions. While functions are vertical (Sales, Finance, Operations), processes are horizontal (Sales to Cash, Product Development, Customer Onboarding). You'll identify process owners, set KPIs on three dimensions (speed, quality, cost), and plan improvements for the next 90 days.
Role Scorecard Generator defines your vertical functions (who owns what). Process Ownership Map defines your horizontal processes (how work flows). Complete Role Scorecard Generator first — it shows you which functions each process will touch.
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The 4–9 repeatable, cross-functional sequences that transform inputs into outputs and drive customer value or internal efficiency.
When processes are invisible, accountability is unclear. Naming them makes them visible — and manageable. The process owner becomes the integrator across functions.
List the key processes that cut across your business. We've pre-filled four common ones. Edit, remove, or add to match your company's reality.
Optionally add a custom name for how you refer to each process internally — this makes the chart feel like yours.
Don't worry about who owns each process yet. Focus on naming the flows first, not the people.
Tip: Most companies have 4–9 key processes. If you have fewer, you may be grouping too many together. If more than 9, you may be listing tasks rather than processes.
Edit the pre-filled suggestions or replace them with your own. Leave rows blank if not needed.
One person accountable for monitoring and improving each process — not the boss of everyone involved, but the integrator across functions.
Without a single owner, processes drift. The owner's job is to watch the flow, track KPIs, remove bottlenecks, and lead improvement meetings — usually reports to the COO or Head of Operations.
For each process, name ONE owner. Choose someone with:
Also describe which functions this process touches — Sales, Delivery, Finance, HR, etc.
Key insight: The process owner is NOT required to have authority over every function. Their job is to be the integrator — to identify bottlenecks and lead improvement, even if they have to influence across reporting lines.
For each process, name the owner and describe which functions it touches.
Every process is measured on THREE dimensions: Speed (time), Quality (error/satisfaction), Cost (efficiency). These are your process health indicators.
These KPIs connect to E6 (Process Drivers) on the Execution Planner. They show the process owner what to track weekly, and guide improvement priorities for the next 90 days.
For each process, define one KPI in each dimension:
Set a quarterly target for each to drive improvement over the next 90 days.
Connection to Execution: These KPIs and quarterly targets feed directly into your Execution Planner (E6 Process Drivers) and the process owner's own Role Scorecard. Review them every quarter — not just annually.
For each process, set one Speed KPI, one Quality KPI, and one Cost KPI. Include a quarterly target for each.
For each process, identify the #1 bottleneck and what you'll improve in the next 90 days. Processes are reviewed quarterly — don't try to fix everything at once.
Continuous improvement is the process owner's job. By identifying one priority per process, you create focus and give the owner a clear mandate to act.
For each process, answer two questions:
Be specific. "Speed up the process" is not a plan. "Eliminate manual data entry between steps 2 and 3" is.
90-Day Rhythm: Every 90 days, the process owner reviews their process, measures against the KPIs, identifies the next bottleneck, and plans the next improvement. This quarterly rhythm keeps processes lean and responsive.
For each process, identify the top bottleneck and your improvement focus for the next 90 days.