When I was younger and naive, I believed that companies should have a flat hierarchy. I also thought that rules were archaic and are a syndrome of corporate sluggishness. I still agree. I held a one-on-one two weeks ago, and one of the feedback I shared was that I do not want to implement rules to curb certain bad habits. So let's get one thing clear. I still believe that rules are archaic and historical footprints of errant employees.
And if rules represent corporate sluggishness, process defines organizational maturity. Only recently did we formally implement leave days. Even better, we have a Google Form for leave application now. Wow, right?
Processes mean clarity
As a product CEO, I see everything as a product. And products serve their master -- the customers. Naturally, a business is like a product to me (especially true if I want to package it well to sell it). And the customers of my company are the staff.
Just today, I wrote this in a (design) task feedback:
Keep it simple, keep asking yourself what is the objective of every screen. Every screen == 1 CTA, no more than that.
In a company, every process is like a screen in an app. It should be a singular function, and nothing more, and only one way to move forward.
- Example one: To apply medical leave, you fill up a Google Form.
- Example two: To disseminate a task to a team:
- You create a card in Trello following a specific format of Problem/Task/Done-When?
- Assign it to a teammate and drag the card to
TODO
These processes make up the DNA of Nubela, and they are a culmination of experience and maturity of my company. Everybody knows what to do, how to do, and what to do.
As a well-oiled machine, the onus of success lies on my shoulder. And that my friend is a heavy load.
