So something that I’ve learned is that processes can be an enabler or a hinderance to progress depending on how it’s used.
On one hand, without a standardized and clear process where people know what they are supposed to do and when, we are likely to end up with a lot of chaos and not much getting done for the customer or organization.
This is especially the case where tasks are complex and numerous people are involved requiring there to be solid coordination of team members, sync of activities, and clear communications.
On the other hand, rigid processes that are so prescriptive that no one will get out of step for any rhyme or reason can be counter-productive, since this can hinder productivity, time to resolution, and customer service.
For example, we all understand the importance of a help desk ticketing system in IT to document issues and deploy resources for resolution and measure performance. However, when customers, especially VIPs are in a bind and need help ASAP, it may not make sense to tell them to go open up a ticket first and foremost, instead of helping them to quickly get back online, and even opening the ticket for them and in parallel or as we get to it afterwards.
Process should be an enabler and not obstacle to progress. Process should be followed under normal circumstances, but rigidly adhering to processes without adapting to conditions on the ground risks being out of step with the needs of the organization and a customer service model.
(Source Photo: Andy Blumenthal)