Location A does it this way. Location B does it a little differently. Company C uses a different tool. And Team D has developed its own process over the years because, at some point, the standard no longer fit the reality on the ground.
There’s often an explanation for every single deviation. Taken together, however, this still creates a problem.
That’s because with every additional process variation, complexity, coordination efforts, and the demands on systems, data, and the organization all increase.
The crucial question, therefore, is not: How do we ensure exactly the same process everywhere? But rather: Which differences do we really need?
Process variations rarely happen overnight
Different processes aren’t automatically bad.
Local regulatory requirements may necessitate variations. Different products, customer groups, or business models may require different workflows. Regional characteristics may also make deliberate differentiation sensible.
However, many variations arise for other reasons.
A location develops a workaround. A division introduces its own tool. A company adapts a process to meet a short-term requirement. A temporary solution becomes permanent.
Over the years, this gives rise to a process landscape in which comparable tasks are carried out differently, without regular review to determine whether these differences still add value.
What seems pragmatic at the local level often creates additional complexity at the corporate level.
Variations come at a price
The more variants an organization manages, the more difficult it becomes to coordinate processes across the board.
Different workflows can lead to redundant tasks, data inconsistencies, and additional coordination efforts. Roles are interpreted differently, KPIs are only comparable to a limited extent, and data is generated according to different logics.
Digitalization also becomes more difficult.
This is because automation and scalable system solutions work particularly well where processes are sufficiently clear and repeatable. If a technical solution must account for numerous local exceptions, its complexity also increases.
Process variations are therefore not just a matter of process management.
They influence costs, quality, controllability, and scalability.
Standardization does not mean uniformity
A common mistake is to equate harmonization with maximum standardization.
The goal should not be to eliminate every variation.
The goal should be to make a conscious decision about which variations are necessary.
To do this, existing process variations must first be made transparent and compared with one another. Which differences are based on actual technical requirements? Which are required by regulations? And which have simply developed over time?
Only then can a reasonable degree of standardization be defined.
A good standard creates uniformity where it brings benefits—and maintains flexibility where it is actually needed.
From Comparing Options to a Shared Vision
Process harmonization and standardization therefore begin with understanding existing differences.
We analyze variants, their causes, and their actual added value. Together with the relevant departments, we then decide which elements can be standardized and where differentiation must be maintained.
Building on this, a shared vision emerges.
In doing so, we look beyond just the process flow. Roles, tools, data, and KPIs must also work together if a target process is to become a functioning standard.
The final step is crucial: The standard must work in day-to-day operations.
After all, a standard that is merely documented does not, in and of itself, reduce complexity.
Good standards create flexibility
Standardization is often perceived as a restriction.
When used correctly, it achieves the opposite.
When recurring processes are clearly defined, teams don’t have to decide anew each time how to handle a task. Responsibilities become clearer. Data becomes more comparable. Systems can be integrated more easily, and automation can be built on a more stable foundation.
This creates freedom to focus on the areas where individual decisions actually add value.
Our core takeout:
Not every process variation is a problem. But every variation should have a good reason. Harmonization establishes standards where differences no longer add value.