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Any good process needs to be changing…always.
For the last two years I've argued privately with my colleagues that the common sense on process thinking was misplaced. Actually, I've said it is a dumbing down of organizations. I certainly recognize that process is a way we embed and convey organization learning. But, all too often, managers are lazy. Independent of the people who perform the process managers put something in place that doesn't change. Worse, the really competent, innovative, and inspired people are constrained by prescribed process.
Any good process needs to be changing…always. Much to my surprise, I just read Ross Mayfield's essay, The End of Process. Ross is a great thinker and writer. He argues compellingly that we must take a different approach.
"Because of constant change in our environment, processes are outdated immediately after they are designed."
Don't be swayed by process thinking. Even PMI has succumbed. I recall reading 'projects are process'. Huey. There's not much more I can say than read Ross' article. I just wish I had written it.
? Guy Kawasaki wrote, "Less is the new more." Easy to learn: symmetry, seduction, subtraction, and sustainability. Very valuable to do. Step 1: Read Matt's book!! just 140 keystrokes.
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{ 1 comment… read it below or add one }
I find Mayfield’s comments thought provoking but filled with ideas stemming from little real life experience. I believe you cannot have innovation or improvement without standard processes because you don’t know what you improved. I believe it is not processes or innovation but both that organizations need. Look at Toyota – they have very detailed standards but also have constant improvement. It is a culture of always looking for a better way but until one is found to have everyone do it the same way. PDCA is about experimenting to improve one what is. ‘What is’ must be defined to improve. The President of Toyota once challenged his employees that today they have the best processes to do the job but tomorrow they are to come to work and assume those are the worst processes and to find better ones. We need both processes and innovation and Mayfield’s article does not suggest ways to build a culture of both. My thoughts. dennis