Process that Empowers

At one point in my career, I joined a company with a lot of process in place. There were document templates for any kind of proposal you could create and spreadsheets to track progress all activities. Hiring, onboarding, strategic planning, project planning, software acceptance, sprint reviews, you name it. All covered by processes. In case you wanted to push for something new, there was even a guide for making a “plan for a plan.” As a newcomer, the amount of process didn’t strike me as extreme. Yes, it was on the high end, but I didn’t see it as problematic. However, as I got to know the teams and the engineers, I heard a consistent refrain that it made them feel disempowered. In some cases, they wanted to “just start making progress” but felt that they had to jump through documentation hoops and spend too much time preparing to start. In others, they had an idea for a better approach to planning but believed they had to follow what already existed. The big surprise was that the executive who created most of the process thought he was doing it to increase autonomy and empowerment. Process falls on a spectrum between “must follow” decrees and “may come in handy” tools in the toolkit, and there was a fundamental mismatch on expectations between executives and the boots on the ground. In this article, I’d like to discuss why the process was created, what went wrong, and how to design more empowering processes in your organization. <a href="https://betterprogramming.pub/process-that-empowers-32cd86e1d9ad">Visit Now</a>