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THE LANGUAGE PROCESS AND BUILDING THE HORIZONTAL CORPORATION by Dr

To survive in 2000 and beyond, organizations must evolve from a tightly defined, tightly controlled, functionally centered organization that optimizes tasks to one that is organized around and focused upon the customer centric business processes that cut across traditional functions. A major component of this “Reengineering” is the identification and redesign of the problematic work that requires cooperation and coordination of several different departments within a company. A major stumbling block to this process is that a commonly understood method of organizing and classifying, and therefore understanding, these cross functional activities is not broadly available. A common cross-functional language does not exist within a firm to identify what gets done to satisfy the customer and therefore inhibits cooperation across functions. This paper explores how the language development process can be utilized to develop a process-oriented language that enhances the application of process-oriented improvements and therefore results in improved business performance.