Too many cooks spoil the broth
Minimize the number of departments, groups and persons involved in a business process
Reijers, H., & Liman Mansar, S. (2005). Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 33(4)
Employing this approach should mitigate coordination issues. Time saved on coordination can be allocated to case processing. Decreasing department count could reduce shared responsibilities, akin to the split responsibilities approach. Yet, it might hinder expertise development (quality concern) and routine efficiency (cost concern).
Foundational free Patterns
Let workers perform as many steps as possible for single cases
Determine whether activities are related to the same type of case and, if necessary, distinguish new business processes
Form cross-department teams for end-to-end case handling.
Consider whether activities may be executed in parallel
Collect similar work items and work in batches
Let customers interact with the company wherever they want to
Explore whether a process can easily be used for additional products or services
Allocate task based on past feedback or quality metrics
Allocate task based on collaborative experience: handover time, interactions, diversity
Reduce the number of contacts with customers and third parties
If capacity is insufficient, consider increasing the available number of resources