Having an integrated and systemic view of the organization is one of the most valuable skills in modern management. When leaders and times are able to connect how different areas and activities connect, performance becomes more predictable, adjustments more accurate and results more sustainable. For this, the key is in the structuring of macroprocesses.

Where does the construction of macroprocesses begin?

Macroprocesses are strategic groupings of activities that, together, reflect the core functioning of the company. They run through different areas, cross functional boundaries and make up the skeleton of the operation. Unlike isolated processes, macroprocesses offer a panoramic reading, allowing decisions to be based on broader cause and effect relationships.

To identify the macroprocesses existing in a company, it is necessary to map in depth what really delivers value. Questions such as for whom the company generates impact, what are the essential stages of this delivery and how the sectors interconnect help to reveal the operating structure. The degree of standardization, the risks involved and the variability in the results are determining factors in this diagnosis.

The three pillars of macroprocesses

In most organizations, macroprocesses are grouped into three complementary categories. The first set concerns what is directly connected to the purpose of the business: the primary macroprocesses. They support the mission of the organization and are at the heart of what it offers to the market.

In the second layer, there are the managerial macroprocesses. They monitor, control and guide the organization towards its objectives, structuring the decisions that shape the present and future of the operation. This is where strategic, financial, performance and compliance management practices come in.

Finally, the macro-support processes support the main activity. They are not directly perceived by customers, but make the efficiency of the main processes feasible. Human resources, information technology and infrastructure are common examples of this category.

The importance of understanding the hierarchy of processes

Organizing macroprocesses also requires recognizing how they relate to the other levels of the operational chain. At the top are macroprocesses, which house processes, subprocesses, activities and tasks. This staging facilitates automation, improves control and allows for clearer monitoring of breakpoints and opportunity.

Each layer requires a specific level of attention. Tasks deal with day-to-day operational, activities group similar stages, subprocesses connect routines, processes organize specific objectives, and macroprocesses connect the business to its purpose.

The real gains of a macroprocess view

By adopting this model, companies are able to anticipate bottlenecks, reduce failures and act more quickly on adjustments and corrections. Data begins to tell a more complete story, and managers become more prepared to make decisions based on context and not just isolated metrics.

In addition, macroprocesses encourage standardization, facilitate team training, increase the predictability of results and make flows more transparent. This generates efficiency, reduces waste and improves the experience of customers and partners along the value chain.

Implementing is also transforming culture

Despite the clear advantages, structuring macroprocesses requires cultural change. Often, there is initial resistance from the times, especially when they are used to acting in a departmental way. That is why the role of leadership is fundamental. Encouraging systemic thinking, reinforcing the vision of shared purpose and demonstrating long-term gains help create an environment more receptive to change.

The adoption of tools that promote integration between areas and the automation of stages is also a catalyst for this transformation. With intuitive platforms and a focus on user experience, you can accelerate deployment and consolidate benefits faster.