It sounds paradoxical: bureaucratic reduction is supposed to simplify work, yet the path to simplicity is often more complex than it seems. The fundamental idea of simplifying processes encounters the paradox that service providers must first accept more complexity in order to ultimately create a smooth and uncomplicated experience for their target audiences.<\/p>\n\n\n\n
It is evident that one's own processes are easiest to manage when each organizational unit operates within its own silo. This results in the least amount of coordination effort, and the lack of interfaces ensures that there is hardly any friction in one's own processes. However, customers or citizens are little concerned with the internal structure of an organization; they pursue a goal that involves various organizational units in the process.<\/p>\n\n\n\n
A look at reality shows that many administrative services are still provided in silos. Take, for example, building a house in Germany: a citizen must submit various applications to different offices for aspects such as building permits, land registration, water and electricity connections, and potential tax matters. Each office operates within its own silo, which increases the bureaucratic effort for applicants and creates a tangle of applications.<\/p>\n\n\n\n
The solution lies in a comprehensive simplification by the provider. This means that services are provided across silos. Instead of having to submit separate applications to different offices, the citizen should only need to submit a single application. The information contained within it would then be processed by the various organizational units and offices to ultimately grant a comprehensive approval.<\/p>\n\n\n\n
This approach undoubtedly requires more intensive coordination and communication between the different departments. Processes must be established that clearly regulate the interfaces and allow for a smooth flow. The challenge, particularly in German administration, is that for a comprehensive service like building a house, not only various organizational units are involved, but entire organizations, such as municipal administrations and tax offices.<\/p>\n\n\n\n
Therefore, it is probably unrealistic to expect that we will only need to submit a single application for building a house in the medium term. However, the goal should be to consolidate as many services as possible and to enable targeted applications or at least prepared application packages. The structure of an implementation project resembles that of a normal process project: first, all services necessary to achieve a goal from the customer's perspective must be identified. Next, it must be determined which processes within the organization are necessary to provide these services. Only then can the development and implementation of target processes begin. It would certainly be advisable to initially focus on assembling application packages that are coordinated by a central entity. This way, the existing silos do not need to be completely dismantled, but significant added value for the customer can already be created.<\/p>\n\n\n\n
In summary, it becomes clear that reducing bureaucracy and simplifying services is a challenging balancing act. While it may be tempting to work in isolated processes, true simplicity is achieved by overcoming silos and creating coordinated, customer-oriented workflows. The balancing act between internal efficiency and user-friendliness is essential for achieving long-term successful outcomes.<\/p>","protected":false},"excerpt":{"rendered":"
It sounds paradoxical: bureaucratic reduction is supposed to simplify work, yet the path to simplicity is often more complex than it seems. The fundamental idea of simplifying processes encounters the paradox that service providers must first accept more complexity in order to ultimately create a smooth and uncomplicated experience for their target audiences.<\/p>","protected":false},"author":1,"featured_media":19669,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"neve_meta_sidebar":"","neve_meta_container":"","neve_meta_enable_content_width":"","neve_meta_content_width":0,"neve_meta_title_alignment":"","neve_meta_author_avatar":"","neve_post_elements_order":"","neve_meta_disable_header":"","neve_meta_disable_footer":"","neve_meta_disable_title":"","footnotes":""},"categories":[10],"tags":[],"class_list":["post-19668","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-public-administration"],"_links":{"self":[{"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/posts\/19668","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/comments?post=19668"}],"version-history":[{"count":2,"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/posts\/19668\/revisions"}],"predecessor-version":[{"id":19722,"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/posts\/19668\/revisions\/19722"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/media\/19669"}],"wp:attachment":[{"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/media?parent=19668"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/categories?post=19668"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/ericfischer.eu\/en\/wp-json\/wp\/v2\/tags?post=19668"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}