Organizational process design is paramount to successful leadership. Intentional or not, we construct and model the communication frameworks that govern the way our teams make decisions. Ideally, we approach this responsibility deliberately, establishing processes that empower where empowerment matters, safeguard where boundaries are called for, flex and harden and stretch, and encourage outcomes consistent with our guiding principles. Inevitably, the processes that we adopt won’t just guide our decisions — in tangible ways, the processes are the decisions.
In a growing company, two business critical examples of where process-as-decision has lasting and material consequences are hiring and product development. I’d like to briefly explain why and encourage greater appreciation for the significance of value-driven, intentional process design.