Although the process investment techniques described in The Process Edge may be new to many readers, they are based on
 well-established principles of economic value and on a flexible, commonsense approach to understanding the processes in an organization and deciding how to invest in them. Creating an effective processes investment process takes planning and effort, but it is not an arcane science. It is mainly a matter of asking and answering some basic, essential questions about your company's processes. Questions like these:
- Do we know what our identity and priority processes are?
- Do we know if they assets or liabilities?
- Are we overlooking processes that don't fit neatly into a concept of processes as workflows?
- Are we over-investing in improving background liability processes, or do we have a balanced portfolio of process investments?
- Are there processes that have the potential to create new value if we make them more important (raise their salience)?
- Do we have a true sense of the capital tied up in our important processes?
- Do we know our firm's cost of capital?
- Can we accurate estimate the true cost of the value builders we plan to apply?
- Do way have ways of measuring process value (and not just process benefits)?
These are all questions that managers should be able to answer or find the answers to because they address the most fundamental issues of how companies operate and how they create value that is recognized by customers and stockholders. They reflect a down-to-earth, commonsense strategy for determining which business processes deserve investment and what form that investment should take-in other words, for getting the right process right. That is the key to achieving a process edge.
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