Balance between Excitement and Process
There is a constant struggle between the value of process,consistency versus unbridled excitement and startup energy. Most organisations reach their peak too soon, because of their inability to mix and match both the aspects. When is an organisation too big to be excitable ? When is an organisation too small to be structured ? The answers to both these questions vary from group to group , organsiations to organisations. It is a function of the DNA with which an organisation evolves.
The smaller the functional unit in an orgnaisation the better it is equipped to handle the dichotomy demanded by the market place.
The smaller the functional unit in an orgnaisation the better it is equipped to handle the dichotomy demanded by the market place.
posted by Shiva Ramani at 10:33 AM
3 Comments:
Most organizations treat the two terms as if they ought to be mutually exclusive. That is because "process" has become a bad word in recent times - it is often misconstrued to mean a straitjacket or the death of innovation. While org structure certainly has something to do with it, a lot of the disconnect stems from the individual.
Now it may seem paradoxical, but individuals who are highly disciplined, responsible and process-driven in their personal habits are also the ones who are highly innovative and flexible. In reality, process is invented by people who "get it" for those who don't.
Regards,
- Nani
>>>>>In reality, process is invented by people who "get it" for those who don't.<<<<
Process in my IMHO is just commonsense !! Where there is a defined work flow and an undefined workflow - a person with commonsense will be able to perform equally well in either of these situations - natural leaders will "create" a process for the un-defined and in turn help those who "dont get it" - Where does the balance break ? When these natural leaders STOP making these decisions but defer / refer them to their higher ups - in essence not acting as the leaders they should be.
I believe it goes back to saying - what is the risk of failure ? how well does the organization handle failure - and not just at the management level but at levels above and below.
For a process to be followed, it is important to assign responsibilities, reward process adherence and rebuke process violations.
It is equally important to have empowered Management folks who can flex the process to suit market demands.
I guess all the above are possible in a smaller functional unit, as frequent dialogues are possible and the ideological differences is expected to be minimal.
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