Think of a Process Map as a Business Asset
We invest in assets.
We monitor and maintain them.
We protect them from loss, theft or degradation.
And we maximize their value by putting them to work in as many ways as possible.
So why not treat process maps the same way?
I recommend businesses start viewing their process maps as strategic assets.
What Makes an Asset, an Asset?
Whether in accounting or strategy, an asset typically meets four key criteria:
Provides Future Economic Benefit - It contributes to generating revenue, reducing costs, or improving efficiency.
Is Controlled by the Business - The organization has ownership or rights to use it.
Has Measurable Value - It can be quantified or appraised, even if it's intangible (like brand reputation or intellectual property).
Is Durable or Long-Lasting - It provides value over time—not just a one-off benefit.
Like other intangible assets—brand, IP, customer data, or software—process maps can be shonky, outdated, or poorly constructed.
But when they are well-crafted, clearly structured, and actively maintained, they become powerful assets and meet the above criteria.
contribute to the organization's resilience, efficiency, and strategic growth
created and owned by the business itself
can provide value over time if protected and maintained
A good process map isn’t just documentation; it’s a durable, valuable asset. Treat it like one.