“Great entrepreneurs don’t have better ideas, they have better processes.” – Eric Ries
This quote is not suggesting that great entrepreneurs are building successful businesses out of terrible ideas. What it is saying is that what makes businesses successful, and the entrepreneurs that found them great, is execution. Developing processes and executing them is what allows a business to scale and become more than a sum of its parts.
The first step to developing processes is to start documenting everything you do. Anything you find yourself repeating is an opportunity to create a process. This can involve anything from onboarding customers to handling bug reports to processing expense reports. (StartOpz can help you with that last one.)
The next step is to write down each thing you do to complete the task. You have now documented the process and can find ways to streamline it, outsource it, or eliminate parts of it, All will help you be able to work more on your business rather than in your business. That is what ultimately will make you a great entrepreneur.
There is no one way to document processes. You just have to find a system that works for you. At a previous employer the office manager kept dozens (it felt like hundreds) of spreadsheets to document different processes. It was an example of the process breaking down. Nobody knew about a new process unless they were told about it and, with no built in notification on completed tasks, if a process involved multiple people you had to rely on others to notify you they had completed their step and it was now time for you to work on yours.
I like creating project templates in Asana for each process as that handles the discovery and notification problem automatically. I duplicate the template each time we need to go through a process. For simple recurring processes (e.g. daily or weekly tasks) I create recurring tasks inside Asana and sub-lists inside of them if necessary.
When you are in the middle of a process you rarely stop to question it. You are concentrating on the task at hand. However, because you have them documented you are able to periodically review them and identify any inefficiencies they might have.
Frequently inefficiencies are there because “that is how it has always been done” or because something changed and nobody revisited the process when it did. Examples might be recording information that is no longer needed due to a change in your customer onboarding process or rolling out a new software solution and trying to create your old workflow when the software has a different, and better, workflow built in.
Bottom line is that if you make an annual effort to review all documented processes you will likely find steps you can eliminate and steps that can be done more efficiently.
In addition to identifying inefficiencies when you review your processes you can also look for steps that you can automate with technology. Techies might do that with shell scripts and cron jobs but there are plenty of tools that all of us can use.
A few ideas on easy automation wins:
- Inbox rules to automatically file or forward emails or to create tasks from emails.
- Zapier/IFTTT to pass data between different software systems that you use.
- Excel macros for automating any repetitive tasks in spreadsheets.
Easier to hire
Documented process make hiring easier and training go a lot more smoothly. Hiring is easier as you can more readily identify the skills required for a position based on what processes and steps the position you are hiring is responsible for.
Training is easier as there is no question as to what needs to be taught in order to get the hire up to speed. You can just follow the process step by step.
Part on the premise of the book Getting Things Done is getting all to do items out of your head and into your to do list. Doing so keeps you from having to remember the dozens of little things that crop up and instead work your list based on priority.
Perhaps the biggest reason to implement processes is so that you can maintain clarity and focus on the big initiatives that push your business forward rather than getting distracted by the day-to-day operations of your company.