I’ve been talking to a few people lately about Process. As you start to grow the number of employees in a startup, adding process can be one of the scariest things — how much is too much? how much is not enough? can process kill your culture? can it kill your speed? how do you know when to take it away?
I believe many times we lean towards processes too easily. We have a tendency to do so given how easy is to believe a process will help us avoid repeated mistakes in the future. Meanwhile, we forget the tradeoffs that come with processes and how difficult is to change a process once it has been established. Slowing down before adding processes and keeping them to the bare minimum steps/constraints is a good strategy. I wrote about this topic on my post “Processes: a useful tool that can be harmful”
Faily well put. It's so easy to get bogged down in processes & SOP and miss the whole picture of creating something meaningful. I've a similar take on SOPs and wrote about it sometime back https://medium.com/@8priteshj/plea-against-sops-7724f617cf8e
Minimum Viable Process
I believe many times we lean towards processes too easily. We have a tendency to do so given how easy is to believe a process will help us avoid repeated mistakes in the future. Meanwhile, we forget the tradeoffs that come with processes and how difficult is to change a process once it has been established. Slowing down before adding processes and keeping them to the bare minimum steps/constraints is a good strategy. I wrote about this topic on my post “Processes: a useful tool that can be harmful”
Faily well put. It's so easy to get bogged down in processes & SOP and miss the whole picture of creating something meaningful. I've a similar take on SOPs and wrote about it sometime back https://medium.com/@8priteshj/plea-against-sops-7724f617cf8e
Resonates well with the ideas you've shared.