Put your process on a pedestal. Or not.

By Scott Ginsberg, Head of Content, Metric Digital

The process argument is as old as business itself.

And the challenge is, both sides make a good case.

Too much process leads to major bottlenecks, duplicative effort, wasted time and money, long delivery cycles for simple tasks, micro managed team members, deterred agility, lower results, anemic innovation and worn down employees.

Every day feels like you’re sledging your way through a muddy swamp. And the worst part is, it feels like nobody trusts you.

On the other hand, a dearth of process means chaotic projects, confused employees, lack of structure and perspective, limited documentation, longer orienting time, inefficient workflows and wasted time and money.

Every day feels like you’re so far outside the box that there’s nothing to lean against. And the worst part is, if there’s no process, it’s hard to replicate great work consistently.

Metric Digital has been in business since 2013, and as many of our internal structures have coalesced over the years, we realized that doing things consistently has taken precedent over constantly improvising.

During my first month here, my thought was, well, maybe now is the time to upgrade our relationship with process.

And so, this spring, we launched our first internal wiki.

Phase 1 of the wiki project took about three weeks to research, ideate, organize and draft. We started by asking each other questions like:

Phase 2, with help from Angelo Luppino, one of our brilliant developers, it took another few weeks to develop, edit and publish. And now it’s live. #shipped

Obviously, this wiki project is not going to change the world. It’s not perfect, and it’s not sexy. Our wiki doesn’t get as much traffic as, say, CakeWrecks. But it’s quite useful.

Most immediately, it helped us save significant onboarding time for our new hires. And long term, now we have a platform for systematically capturing our team’s knowledge as it’s happening in real time.

The other thing is, the wiki gives us a venue to do something that companies who work in client services don’t do that often:

Celebrate the values, processes and strategic thinking that make our agency so special.

If your company is still going to the mat on the process argument, here’s how you might think about that.

If you find yourself in the over processed camp of people, ask yourself this.

What processes do you currently have that are cumbersome, inefficient, redundant and outdated? Has your process become the proxy for the result you want? Do you actually own the process, or does the process own you?

If you find yourself in the under processed camp of people, ask yourself this.

Has the amount of your organizational knowledge is hit its threshold? Could you put more rigor, organization and documentation around how you roll as a company?

As my mentor used to tell me, if you don’t write it down, it never happened.

Process is not a question with a yes or no answer. It’s a spectrum. A matter of degree. Every organization must find the middle ground that balances the need for predictability with the freedom to be creative.

Assuming that technology and finances posed no constraints, what would you change right now about your business processes and operations?

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