PDF Summary:Process!, by Mike Paton and Lisa Lisa González

Most businesses struggle with inconsistent execution and rely too heavily on individual knowledge rather than documented systems. In Process!, Mike Paton and Lisa González explain how to identify, document, and implement the core processes that drive your organization's success. They argue that when you create clear, repeatable procedures for your most important tasks, you ensure consistent results, enable faster employee onboarding, and free up leadership to focus on innovation rather than daily troubleshooting.

This guide walks you through identifying your five to twelve core processes, documenting them in an accessible format, and implementing them using the FBA Checklist. You'll learn how to distinguish core processes from individual tasks, create accountability around following procedures, and use data to continuously improve your systems. Paton and González also explain how process discipline creates a foundation for growth and helps businesses adapt to changing markets and customer needs.

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(Shortform note: In Reinventing Organizations, Frederic Laloux describes a self-managing organization that doesn’t have a single leader. Instead, power is distributed among the team, and authority is based on clear agreements rather than a boss. He explains that leadership is fluid and contextual, with different people taking the lead in different situations. When decision-making and control become concentrated in one person, the organization loses the benefits of self-management.)

Additionally, your team must be dedicated to the task. Without expertise, you might not get it all perfect initially. However, you can develop your current team's skills and understanding, bring in or employ a person who has relevant experience, or partner with a process firm or expert. Just be sure to find someone who can assist your group in improving their work, not someone who will complete all the tasks for you. The team must own it.

Make-or-Buy Decisions

The decision to develop your current team, hire someone experienced, or partner with a process firm or expert is a classic make-or-buy decision. According to the economist Ronald Coase, the boundary of a firm is determined by transaction costs: If the cost of coordinating and supervising an activity internally is lower than outsourcing it, the firm will do it in-house. In this context, consider not just the direct costs but also the long-term costs of knowledge transfer, coordination, and supervision. Choose the option that minimizes these transaction costs over time.

The authors also note that a disciplined method of implementing processes can enhance creative and liberated thinking. Consistently executing processes is vital for creating a durable and thriving business. An environment of discipline enables people to operate autonomously while remaining responsible. When a business allows everyone to do things however they choose, leaders become bogged down with everyday tasks, addressing simple queries and resolving problems. A structured process methodology enables teams to perfect fundamental skills and improve their outcomes. This gives leaders time to reflect, generate ideas, and come up with new innovations. Creating systems for the predictable enables you to personalize the extraordinary and dedicate more time to crafting memorable experiences for customers.

How Discipline Fuels Creativity

A disciplined approach to implementing processes can enhance creative and liberated thinking by reducing ambiguity and friction in how people work together. When everyone understands their roles and responsibilities, there’s less room for confusion and conflict. This clarity frees up emotional energy that would otherwise be spent navigating office politics or interpersonal issues. Instead, people can channel this energy into imaginative problem-solving and innovative thinking. When people feel secure in their roles and trust the processes in place, they’re more likely to take creative risks and propose bold ideas.

In the following sections, Paton and González outline methods for establishing and embedding core processes using the FBA Checklist, and for sustaining and refining process discipline.

Establishing and Embedding Core Processes (FBA)

FBA Implementation Methods

To ensure all adhere to key processes, Paton and González recommend using the FBA List. This four-step process consists of Train, Measure, Manage, and Update.

1. Train: Educate all staff involved in executing any stages of a key process.
2. Measure: Assess how people are doing things correctly, with sufficient frequency, and producing the desired outcomes.
3. Manage: Manage to foster genuine accountability.
4. Update: Make regular revisions to all processes to stay up-to-date and keep improving.

The FBA List and the PDSA Cycle

The FBA List is similar to the Plan-Do-Study-Act (PDSA) cycle, a continuous improvement framework popularized by W. Edwards Deming. The PDSA cycle emphasizes iterative experimentation and learning, encouraging organizations to test changes on a small scale before full implementation. This approach aligns with the FBA List's emphasis on training, measurement, management, and updating, highlighting the importance of ongoing learning and adaptation in process improvement. Deming's work, particularly his 14 Points for Management, laid the foundation for modern quality management and continuous improvement practices.

Sustaining and Improving Process Discipline

The authors assert that effective process discipline helps businesses expand and succeed. It generates a broad outline for reliable execution now and for enhancing and being innovative as needed. It offers a transparent foundation of straightforward, reproducible steps that yield intended outcomes. By documenting processes, businesses can anticipate actions will be consistent, results will be predictable, and a basis for improvement will be established. Instead of struggling with inconsistent habits, you'll foster an ethos of superior quality. Additionally, documenting essential procedures allows newcomers to acclimate and start contributing faster.

(Shortform note: While effective process discipline can help businesses expand and succeed, it can also stifle innovation and adaptability. Mary J. Benner and Michael L. Tushman argue that process management practices such as ISO 9000 and TQM, by institutionalizing existing routines and reinforcing attention to current customers, technologies, and organizational capabilities, systematically bias firms toward exploitative innovation and incremental improvement while undermining their capacity for exploratory innovation and adaptation to disruptive change. This creates a dangerous blind spot, leaving companies vulnerable when markets or technologies shift.)

If everyone documents, simplifies, and adheres to your sales and marketing procedures, you’ll generate a higher volume of leads and improve your rate of successful deals. You'll invest fewer resources on salespeople who aren't productive or are improperly focused, as well as on marketing efforts that aren't effective. Your commitment to process will enhance your ability to bring in new customers and assist you in maintaining and expanding current relationships. Having a robust process discipline reduces customer attrition to competitors, expands and deepens your relationships, and provides complimentary publicity and additional referrals from enthusiastic supporters.

When to Avoid Strict Adherence to Sales and Marketing Procedures

While documenting, simplifying, and adhering to your sales and marketing procedures can improve your results, there are situations where this approach may not be effective. For example, in highly complex sales environments where customer needs vary significantly, rigidly enforcing identical procedures can hinder performance. In these cases, skilled salespeople need the flexibility to adapt their approach to each unique situation. For instance, a salesperson who excels at building relationships with long-term clients may struggle if forced to follow a standardized script designed for quick transactions. Similarly, marketing teams targeting diverse customer segments may find that a one-size-fits-all process limits their ability to create tailored campaigns that resonate with different audiences.

Next, they discuss the importance of being accountable, and of data-driven analysis and adaptation.

People & Accountability Mechanisms

The authors emphasize that accountability is crucial for organizational success. When everyone takes responsibility for their results, the organization thrives. However, if people avoid taking responsibility, the organization fails. This rule also pertains to processes. If leaders and managers don’t hold people accountable for adhering to processes, the initiative will fail, and without consequences for not doing so, your business will never reach its potential.

To foster accountability, take responsibility for guiding the transformation you wish to see. Require leadership, management, and team members to be accountable. Cultivate a culture where responsible individuals are acknowledged and compensated. Additionally, coach and support those who are unwilling to change until they agree to do so or exit.

The Downside of Excessive Accountability

While accountability is crucial for organizational success, emphasizing it too much can backfire. If people fear consequences for noncompliance, they may hide mistakes or near misses, which can lead to bigger problems down the line. For example, if a team member makes a small error in a process but fears being reprimanded, they might not report it. This could allow the error to escalate into a larger issue that affects the entire organization. To avoid this, create a culture where people feel safe to admit mistakes and learn from them. This approach encourages continuous improvement and prevents small issues from becoming major problems.

Data-Driven Review & Adaptation

The authors recommend employing data to regularly assess and adapt processes. This fosters a culture of improvement and enables your company to adapt to changes in the industry, customer needs, and technology. They suggest revising every process annually and designating a leader to oversee and ensure every one is updated.

(Shortform note: While the authors recommend using data to regularly assess and adapt processes, this approach can backfire if not applied judiciously. For instance, if a process is already statistically stable, making changes based solely on an annual schedule can introduce unnecessary variability and disrupt performance. This can lead to wasted resources and decreased efficiency, undermining the very goal of continuous improvement.)