O P I N I O N
In today’s fast-paced and mostly remote work environments, the processes described on paper often don’t resemble the way work is actually conducted. Delivering desired outcomes consistently
W hen working in a small company or with a group of people, it’s fairly easy for the methods by which work is produced and delivered to evolve informally under the influence of a key leader or two. But as the company or group grows, it becomes more difficult, if not impossible, to rely on such organic, ad hoc means of ordering the flow of work as a team. Eventually, the need for more detailed and reinforced processes becomes apparent in the pursuit of delivering consistent quality outcomes to clients.
Especially in a company that is organized hierarchically, in which power flows upward and employees follow a chain-of-command, processes are often developed by management teams and rolled out or pushed down to employees. However, in today’s fast-paced and mostly remote work environments, in which staff want to determine the means and methods for themselves, traditional processes are likely not going to be followed. Therein lies the rub for most firms – the processes described on paper often don’t resemble the way work is actually conducted. How can process and practice be brought into better alignment? We suggest considering these three factors:
1. Prioritize those processes that are most important. A process is a series of steps taken to repeatedly achieve a certain result. The result is the goal, not the process – the process is the means to an end. Prioritize the goals or results that are most important to the firm’s success, such as quality, risk management, or client service. 2. Get input from those who will follow the process. The best way to get buy-in is to involve those who will implement a process in its development. Further, ask for feedback
See BRITTNEY ODOM & EDUARDO SMITH , page 10
THE ZWEIG LETTER FEBRUARY 14, 2022, ISSUE 1428
Made with FlippingBook Annual report