You need a way for your teams’ processes to be done right, done on time, and documented in a way that allows those processes to be improved over time. So you come to Process Street, which enables anyone in your organization to execute each process with consistency, visibility, and accountability.

By now you’ve experimented with some of the pre-made workflows. Maybe you’ve even built a few yourself. You’ve seen what’s possible when it comes to capturing your core processes and sharing them across your company.

But are you getting the most bang for your buck?

In this post, I’ll cover the top 11 features of Process Street workflows and how to use them to optimize your own processes and become a master of modern process management.

If there’s a particular feature you’re interested in, feel free to skip ahead:

• Workflows and workflow runs explained
• Expert feature #1: The Process Street dashboard
• Expert feature #2: Enhance intercompany collaboration with guest users
• Expert feature #3: Utilize assignments for team accountability
• Expert feature #4: Stay flexible with instant workflow updates
• Expert feature #5: Form fields and seamless data transfer
• Expert feature #6: Let variables do the data entry
• Expert feature #7: Using Conditional Logic to keep workflows flexible
• Expert feature #8: Add stop tasks to enforce order within your workflows
• Expert feature #9: How to streamline handoffs with Approvals
• Expert feature #10: Automations: Get more out of your favorite work apps
• Expert feature #11: The best of both: Process Street’s Slack App
• Jumpstart your client onboarding with Process Street workflows

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Joanne Camarce is a digital marketing expert specializing in SEO, eCommerce, and social media. She loves meeting new people and embraces unique challenges. When she’s not wearing her marketing hat, you’ll find Joanne fine-tuning her art and music skills.

80% of consumers say that customer experience is just as important as the products or services that a company provides.

Employees and new hires must have the skills to create positive experiences that bring customers back and get them to spread the word about your brand.

This is where people intelligence comes in.

People intelligence isn’t just a buzzword or a passing fad. 71% of organizations now see it as a high priority.

But what does people intelligence mean, and how can you apply it in your company?

In this Process Street blog post, we’ll look at the following:

• What is people intelligence?
• How can you apply people intelligence
• How can improving customer service boost your bottom line?
• Tips for building your company’s people intelligence

Let’s dive in!
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Every decision in an M&A is dependent on a number of variables. Making the right decision in the moment may not be the right decision down the road, but making no decision at all is worse.

The most impactful decision, though, is how the two companies will integrate (or not) once the deal closes. To some extent, this will be determined by your motivation for starting the M&A process to begin with. The similarities and differences between your business model and the business model of the company you’re acquiring will play a large role as well.

In this Process Street post, I’ll do a quick rundown of the two primary strategies, tuck-in and bolt-on, as well as everything you need to know in order to determine which is the strategy for your business.

• Round 1: Tuck-in vs. bolt-on: Debrief
• Round 2: Tuck-in vs. bolt-on: Pros
• Round 3: Tuck-in vs. bolt-on: Cons

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“Running a business and integrating two companies is like having two different jobs and both are equally important.” – Chris Barbin, CEO, Founder, Entrepreneur

Only one-third of mergers and acquisitions successfully create shareholder value. More often than not, this is down to failures during the post-merger integration (PMI) process. Cari Windt, who specializes in organizational design and change management, pins this on a lack of planning; CEO Christ Barbin claims it’s a lack of execution.

These two problems, however, are not mutually exclusive. Executing a poor plan can be more harmful than not executing a plan at all.

Being aware of the challenges of post-merger integrations and developing a thorough PMI process can both go a long way to ensuring yours runs smoothly. But how do you determine if total integration is right for your organization?

This Process Street post will look at the 4 main post-merger strategies and when you should use them:

• The shape of post-merger integration
• Consolidation post-merger strategy: Gain scale and cost synergy
• Transformation post-merger strategy: Reposition your identity
• Tuck-in post-merger strategy: Tech and talent acquisitions
• Bolt-on post-merger strategy: Increase your portfolio

Let’s dive in!
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Value capture is, in essence, the end-all, be-all of a company’s life-cycle. Yes, you likely have other motivations for starting your company, but without capturing any value, your company will have a very short lifespan.

When it comes to acquisitions, if you don’t have a good strategy to drive value capture, you’re not only wasting your time, but hobbling your future potential in the process. If you look at some notable examples like Daimler Chrysler and Sprint/Nextel, it’s pretty clear that a bad deal will stick to you for a long time.

You might even end up as a cautionary tale for future M&A executives. No one wants that. Aspire to be the Apple of acquisitions. You can do that by focusing on four distinct levers that drive 80% of value capture.

Four things. They’re not even difficult things.

So in this Process Street post, I give you the rundown of the four levers you need to prioritize during your acquisition, and exactly why they make such an impact:

• Pursuing the ever-elusive value capture
• Lever #1: Utilize your functional teams early in the acquisition process
• Lever #2: Complete your commercial & operational due diligence before closing
• Lever #3: Assess the revenue & cost synergy potential of the deal
• Lever #4: Develop a realistic strategic operating model design

Let’s get to it!
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David Campbell is a digital marketing specialist at Ramp Ventures. He helps manage the content marketing team at Right Inbox. When he’s not working, he enjoys traveling and trying to learn Spanish.

Co-marketing involves connecting with like-minded brands to achieve similar marketing goals. When you collaborate with another brand’s marketing team, you can reach more potential customers with your products, and create highly engaging creative campaigns, too.

Products are not the only things you can promote through co-marketing. You can promote your content, and by extension, your brand. One of the ways you can do this is by building strong co-marketing relations with other marketing teams with the goal of sourcing valuable content & backlinks that will strengthen the quality of your blog or content offering.

In this article for Process Street, we’ll look at how co-marketing can heavily increase your backlinking game.

• Co-marketing at a glance
• 3 reasons to adopt co-Marketing
• Successful co-marketing examples
• Co-marketing: the step-by-step guide
• Your business’s key to success

Let’s get to work!
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Alex Husar is the Chief Technology Officer at Onilab. For over eight years, he’s been working on Magento migration and development projects as well as building progressive web apps (PWAs). Alex is an expert in full-stack development who shares his expertise and in-depth knowledge on modern technologies and Computer Software Engineering.

Ecommerce businesses all over the globe have never been as focused on delivering the best possible user experience as now. The mobile-first approach, never-ending performance optimization, and the move towards headless ecommerce architecture are among core signs of this trend.

It’s about to accelerate in the coming months and years. Google has recently announced significant changes in its search ranking, connected exactly with the way people perceive websites. Page experience metrics will soon join other crucial indicators that influence websites’ positions in SERPs.

There are the Core Web Vitals:

• Largest Contentful Paint (LCP)
• First Input Delay (FID)
• Cumulative Layout Shift (CLS)

These signals reflect how successfully users interact with web pages. The aim of measuring them is to improve the level of satisfaction from such experiences considerably.

Firstly, in this article for Process Street, we’ll get acquainted with the peculiarities of Core Web Vitals. And, secondly, we’ll consider what tweaks you could make to ameliorate these metrics on Magento-based online stores.

• Why worry about Core Web Vitals?
• How to measure Core Web Vitals
• Magento: Improve Largest Contentful Paint (LCP)
• Magento: Fix First Input Delay (FID)
• Magento: Stabilize Cumulative Layout Shift (CLS)

Let’s get started!
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“The truth is mistakes happen. The accepted data says that most mergers and acquisitions don’t work out.” – Martin Sikora, professor of management and editor of Mergers & Acquisitions: The Dealmaker’s Journal

Mergers and acquisitions are complicated. Like, really complicated. A simple mistake at any point can delay the deal, derail the process, and potentially cost your company millions.

No matter how highly trained or experienced a person is with M&A procedures, human error happens. In fact, errors are more likely to occur in processes we’re overly familiar with. Once we’ve performed a task so many times that we “know” the steps, we tend to run on autopilot, which means routine actions can be overlooked or forgotten.

Making a mistake during a process with as much risk and expense as a merger or acquisition can ruin one or both companies. This makes having a thorough, well-documented process is an absolute must for any M&A executive.

After analyzing the main reasons mergers fail, I’ve used that knowledge to build several Process Street workflow templates for essential M&A processes. Feel free to jump ahead if you’re looking for a particular template, or continue reading for a walkthrough of all the features these workflows use:

• M&A processes: Plan to plan – and plan again
• M&A Target Search Process
• M&A Strategy Checklist
• M&A Due Diligence Checklist
• M&A Acquisition Checklist
• Post-Merger Integration Checklist
• Process optimization & Automations with Process Street

Ready to acquire some new workflows?
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Mike Nemeroff is the co-founder and CEO of RushOrderTees. An entrepreneur from an early age, Mike and his siblings started a small screen printing business in their garage as teens and RushOrderTees was born. Under Mike’s leadership, the business has grown into the $75 million dollar ecommerce company that it is today with more than 225 employees.

Everyone wants to have a successful business, but getting there can be a challenge. Your team can make or break a project. For that reason, you need to surround yourself with individuals who can provide an added boost to your production levels.

Who should you choose for your team?

It takes all personality types to successfully manage a team and pull them towards your objectives. You need to find the right people who can work together and motivate others to meet your business needs.

The best types of team members give your business the right momentum and direction while providing open communication. Running a business can be difficult, but finding the most qualified people to fill those vital roles is even more complicated. You need to choose individuals who are willing to support, guide, and even challenge your ideas.

This Process Street post will walk through the four best personalities that can help run a successful organization:

• Workplace personality #1: The Leader
• Workplace personality #2: The Task Manager
• Workplace personality #3: The Abstract Thinker
• Workplace personality #4: The Champion

Let’s dive in!
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AOL and Time Warner. Daimler Chrysler. Sprint and Nextel. Quaker Oats and Snapple.

You see where this is going, right?

I admit: the role of Monday morning quarterback is not very challenging – particularly in these four cases. If nothing else, they serve as a prime reminder that even the highest flyers can – and do – fall, and fall hard.

There was a small amount of pure bad luck – the dot-com bubble burst AOL’s value, high gas prices stopped Chrysler’s SUVs in their tracks – but a large number of merger integrations fail for completely foreseeable reasons – and a good dose of human error.

In this Process Street post, I’m going to look at the three pitfalls and why they have such a huge impact on the success (or lack thereof) of your post-merger integration.

If you just came for the free template, you can grab it below:

Click here to get the Post-Merger Integration (PMI) Checklist workflow!

This workflow is designed to walk you through every stage of the post-merger integration process from pre-planning to post-mortem. While the step-by-step process will ensure nothing gets forgotten, it also provides ample space to document important decisions and data. Features like Dynamic Role Assignments, Due Dates, and Approvals keep everyone on the same page and make it immediately apparent if something is headed off course.

Unexpected obstacles will always pop up, but the PMI Process Checklist will help you prepare for the worst and make your integration run smoothly.

With that out of the way, let’s go through the most common ways it can all go wrong:

• The harsh truth of post-merger integrations
• PMI Pitfall #1: The people problem during integrations
• PMI Pitfall #2: With great change comes huge risk
• PMI Pitfall #3: How diligent is your integration due diligence?
• PMI Checklist: M&A integrations simplified

Let’s talk about some bad decisions!
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