How systems, processes and methodologies fail us

And how to stay relevant to customers and colleagues.

We should probably start off by noting that systems, processes and methodologies exist, for the most part, because: 

1. They create stability, control and uniformity

2. They’re a historically accepted practice or set of behaviours 

3. They achieve (or have achieved) success (or a desired outcome) in a given context or time period

4. They’re culturally ingrained

Any accepted or recommended practice comes into being because, without it we might spin into unproductive chaos, and because it's worked (mostly) in a given setting at a given point in time.

If you find yourself an avid proponent of processes and common or best practices, and a die-hard fan of models and methodologies, you're likely on the side of history.

That's a fair stance. It's worked until now.

However, when the future is happening so fast, it's starting to show up in the present, it might be time to rethink a few things and let go of our attachment to 'what works'.

So I'm here to guide you on an easy methodology that makes rethinking and realigning fun and productive! ;) 

Let’s begin by considering a fresh, cool startup with very few internal systems and processes. It’s vibrant, innovative and curious, partly because it’s always exciting to create something new and partly because there are no processes hamstringing behaviour. 

This can lead to easy errors, wasted money, and even chaos, but it also leads to quick turnaround, easy iteration, and growth. 

A medium to large enterprise has an ingrained culture of decision-making and problem-solving with several systems and processes to help them avoid wasted time and money, and a history of things just being done in certain ways. This keeps the machine ticking, but pretty much stamps out innovation, and often, counterintuitively, create delays in getting things over the line - from new projects, approvals or even payments.

Look at creative or development agencies. They often work with base code or design systems that have been developed over time, use shared expertise, are accepted by team leaders and save time. Recipe for success, right?

Well, it depends. If you see it as a starting point to make life easier, encouraging creators to push its boundaries, and requiring discernment about when it’s not right to use, then yes. If you see it as a point of control that must be used in all situations, with very few material changes, then no. The latter is what stunts creativity and out-the-box thinking. It's the enemy of innovation. 

What about something as worthy as best practice? It became best practice for a reason, right? Yes, because it generally works best in a given context and time.

It also comes with a caveat or three:

• Firstly, the world and with it our preferences and behaviours are changing so fast that the ‘best practice’ we follow might be outdated tomorrow

• Secondly, best practice implies a general rule, but there are exceptions where it won’t actually work best, and opportunities or ‘wow’ moments we’ll miss if we blindly follow best practice

• And finally, (but maybe most importantly) Adam Grant reminds us in Think Again that when we coin something as best practice, we're no longer curious about its shortcomings or areas for improvement. We think we've learnt all there is to learn in that arena. We stop trying to improve. We stop growing.

Business process health check

Now for the fun part. If you're a founder, leader, manager or conscientious employee, it's time to consider why your current processes, methodologies and best practices exist.

And then question them.

Questioning them is the only way to improve. 

It will require letting go of the procedural reins; becoming comfortable with discomfort, and (don’t say it) encouraging failure!

It starts with thinking deeply about what you, as an organisation, care about, prioritise these values, and asking whether your practices are helping you achieve them.

An example list of values/things we care about

1. Authenticity

2. Customers love us

3. Low staff turnover

4. Constant learning

5. Creating experiences that make people go ‘wow’

6. Being more efficient

7. Collaboration

8. Thinking out-the-box to problem solve

The irony isn’t lost that I'm proposing a method to assess the health of business processes… And I'd expect nothing less than the same scrutiny on this that I'm asking you to approach everything else with.

Whatever your things are, know them, and keep checking in with the people that are either affected by them, make them happen, or both (I’m talking about customers and workforce). Consider what you’re doing to achieve each point and what (processes, methodologies, or practices) might be getting in its way. 

If some of the above are in conflict, GOOD! This is life. Now I must ask if thinking out the box is being hampered by efficiency. And if it is, what are we doing to balance them?

Let your practices conspire for you, not against you.