百度 我们今天的布置就是按照我们的节奏打，并是不说哪个球关键或者不关键，谁出了机会就把球交给谁，寻找最好的机会，这是我们一直提倡的打球方式。
A manager told me recently how much she loved the speed at her new startup. After years at Amazon, it was refreshing to see decisions made quickly and projects shipped in a day instead of weeks. But just a couple of months in, she was already talking about adding more process—program reviews, change management steps, operational meetings. All with good intentions: to reduce risk and avoid mistakes. The irony wasn’t lost on me. And I get it. When you’re a new manager, especially in a high-trust environment, it can feel uncomfortable to not be doing something visible. But there’s a cost to every process, even when it’s well-meaning. It can shift ownership, slow innovation, and standardize decisions that should have stayed flexible. We don’t always stop to ask: Is this cost worth it? In this piece, I dig into the subtle pressure on leaders to “do something,” how that leads to process overload, and why that can quietly undermine exactly what made a team successful in the first place.
Peter Chapman
2 周
Excellent article. One issue is that the cost of a mistake comes all at once, is highly visible and is reasonably quantifiable. The cost of process, i.e. lack of progress is far less easy to quantify, is spread over a long time (often many years later) and is rarely visible. This makes the cost benefit analysis of a process very difficult to do and results in a strong bias towards over process. Another really important issue is that in a large business, personal goals can become significantly misaligned with business goals. This is particularly the case for mistakes where visible mistakes often result in severe personal consequences such as being dismissed, whereas a lack of progress is largely ignored. This incentivises employees to a risk adverse, process heavy approach. Even if a process has no net effect on reducing mistakes you will find it will still be added because if a mistake occurs then in the postmortem having an ineffective process compared to having no process is often still enough to protect one’s job.
Robbert D.
3 周
I wish more organizations would recognize this
Matt V.
2 周
Love this, David. Thanks for the write up.
Love this, David
??Maker ??????Software Engineer ??Software Architect ??Legacy System Modernization Consulting ??E-Commerce Consulting
3 周The only thing worse than process is no process. I prefer to focus on keeping process to what I can put into code and everything else as simple as possible. Basically I use a checklist and open dialog.