I also thought I was being effective.
Many years ago I was once promoted to a position where the working habits and internal teamwork processes were up to me to decide. I was really happy and I…
Many years ago I was once promoted to a position where the working habits and internal teamwork processes were up to me to decide.
I was really happy and I wanted the best for my team. When things were going well, I rarely put any focus on improving processes or ways of working because – well, why would I have?
If it isn’t broken, don’t fix it. I think we have all heard that one before.
The thing is nowadays, we don’t really know when something is “broken” until it becomes literally unsolvable. Especially with processes which include at least some manual work.
With my team, we had a legacy system which was not too hard to replace, but everybody knew how it worked and teamwork was seamless. When someone raised the idea, if the system should be perhaps replaced – I almost felt personally insulted. Sure, I was a company man, but at the same time I had such great pride in the way we worked that it was really hard to accept that there might be a better solution available.
It did require some time until I had the courage to start looking for a better solution. When I talked with some of the sales and tech people from development companies, I also felt some embarrassment. I had fallen out of the current loop, and was seriously outdated with my market understanding.
From within our team, things were OK, but anyone looking from the outside could instantly see that we were working ineffectively, putting in a lot of manual work every day. This accumulated into a lot of money every year.
So not only was my team ineffective, we were also basically losing money since there were much more better solutions available. Sure, things worked, but not very well.
I wish I could tell this example to anyone who is still struggling to find better software for whatever they need it for.
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