Why I created the ECP Method

Making the starting point visible

I created the ECP Method to keep the analysis of problems, decisions and the work needed to implement them connected.

When a business owner asks to improve their organization, the first responsibility is to understand what is actually happening. There may be different explanations: sales attributes the problem to procedures, administration to data quality, and staff to a lack of time. Each may see an important part of the picture.

In the ECP Method, which I created, evidence is the starting point. This means mapping out processes, responsibilities and information before choosing an intervention. It also requires distinguishing what we know from what we assume. A widely held belief deserves attention; to become a basis for decisions, it must be possible to compare it with verifiable evidence.

Connecting the different parts of the work

A decision crosses several functions. Changing a commercial term can affect cash collection, operational workload, service and the customer relationship. This is why I see connection as an essential step: people, procedures, tools and business governance need to be able to communicate with one another.

In the method, connecting means clarifying the steps, making responsibilities clear and identifying where an activity depends on the work of others. Even good technology requires this preparation. Before configuring a system, we need to know who will use the information, what decision they will need to make and what behavior will need to change.

Involving people also matters for a practical reason: those who do the work know details that rarely emerge from a formal account of it. Bringing those details into the discussion improves the quality of decisions.

Reviewing change over time

Performance completes the process. An organizational intervention becomes meaningful when we can observe whether it delivers the expected improvement, with what effects and under what conditions. This requires relevant indicators, review schedules and defined responsibilities.

I also see the method as a means of learning. If a result does not materialize, we need to revisit our assumptions, the way we worked and the obstacles that emerged. Reviews must allow for concrete adjustments.

I created the ECP Method to make change understandable and manageable, offering a shared reference point for those who need to implement it.