PROCESSES: There is no Scaling Up without them

This is Part 1 of our Blog on PROCESSES
 
Ever wonder how Amazon grew to become the world’s largest internet retailer? Or how NASA successfully put astronauts into space? Or how you can scale up your company? Simple. Processes.
 
Wikipedia defines a process as “a set of activities that interact to achieve a result.”  More specifically, a process allows for fewer resources to be used more efficiently, with no unnecessary activities.  A process creates effectiveness and delivers more value for the end user.
 
John Jantsch, Duct Tape Marketing, further explains, “Any successful business got that way because they practiced systematic approaches to marketing, selling, manufacturing, implementing, consulting, delivering, and customer service.”
 
How do you create a process? Start with a task. Execute. Document. Refine. Repeat.
 
Processes are not exclusive to the delivery of products and services. They can be used to promote continuous improvement in all areas of an organization, including processes used for hiring, quarterly strategy review, meeting rhythm, and even the billing.
 
Documenting a business process offers a number of benefits that might not be immediately obvious:

  • The ability to identify a problem and fix the root cause
  • The ability to grow faster by providing consistent systems to hire and train new employees
  • Higher value to customers due to efficient operation
  • Identify and eliminate inefficiencies
  • The gathering of consistent information that allows for consistent comparison to previous periods and the ability to benchmark with other organizations

 
Documenting “how we do it here” is the critical step in moving an entrepreneurial business to a scalable business that can be operated by other people, consistently delivering on the company’s value proposition.  The operative words here are “other people”.
 
Jeff Bezos, the founder of Amazon, doesn’t do today what he did back in 1995 out of his garage. He built a system of processes, then hired and taught “other people” to run the company. He built a business model, and over time, he and his team wrote a manual to run it and grow it.
 
Do you have a manual to run your business? If a key person left, do the processes leave with them? Unsure where to start?
 
Stay tuned for a deeper dive on the next Processes blog.