When it comes to how I think about projects, the two words that I have always used to define my approach are efficiency and effectiveness. These ideas have been a major focus of my style for over a decade and were born of the idea of how can we do this better?
To make sure we are all on the same page, I have provided a brief summary of how I define both concepts.
- Efficiency: The reduction of wasted work/effort to the greatest degree possible.
- Effectiveness: Ensuring that the desired result is achieved to the greatest degree possible.
I recently had to describe my approach and it made me think to actually write it out for a blog post. My goal was to clearly define the process for myself, but also create a framework for others to use if they find it useful. It should be noted that I am writing this as if I was coming into a project already in place, but the process also holds true when creating something from the ground up.
- Workflow: To fully understand how something is being done, I like to start by putting together a workflow diagram to visualize the process. In order to put together an accurate workflow, I try to interview anyone who impacts the process being undertaken. My goal is to cover two key ideas – the current state and ideal state. The current state provides an understanding of what they do now and the ideal state allows them to provide suggestions for doing it better. Getting ideal state information from those who do the work is – to me – the lowest hanging fruit you can get for ideas to improve a process. Once all of this is compiled, a clear workflow diagram can be put together. If not, that means I need to either interview more people or a real problem has been identified. With a workflow diagram in hand, it is helpful to then observe the actual work going on to make sure the map is accurate. If it is not, amend as needed, but also note why there were any discrepancies.
- Hierarchy and Reporting Structure: In addition to the workflow, understanding the organization’s hierarchy and reporting structure also plays a key role in efficiency and effectiveness. The two are not always the same and do not necessarily need to be – it can vary greatly depending on the circumstances and organizational structure. However, it is important they are logically laid out in an organized format for the benefit of that organization. The movie Office Space perfectly highlights the issue of when this is not the case.
- Process Improvement: Once these items have been mapped out – based on the current state questions – I look to see if there are any obvious improvements to be made. I have worked with a lot of groups that do not look at this regularly, so old and new processes get merged over time, and inefficiencies can get overlooked. I then start looking at the ideal state information and examples of how those actually involved in the process think it can be improved. I also bring my own experience to bear to find other areas for improvement.
- People: People are a huge factor when it comes to increasing efficiency and effectiveness. The right people have to be on the team and motivation needs to be kept high. This allows for the two factors to be kept consistent and at a high level. The wrong people – and by wrong people I mean those with the wrong attitude – can quickly derail the situation.
- Innovative (Spirit of Innovation): Going along with people, a general spirit of innovation must be present. This means having the policies and procedures in place, as well as a culture, where people know they can voice ideas or concerns, and that they will be heard and their comments appreciated. To me, that is the most basic element of innovation. Higher-order levels of innovation can certainly be put in place though, such as everyone spending 10% of their time on their own projects and/or working to improve an area of operation – but that is a different story. All of these require intentional decisions by an organization’s leadership.
- Bringing It All Together: Finally, there is making sure everything comes together well – an organization’s secret sauce. There are a lot of articles written about excellent companies, but it is difficult to copy their success. Case and point, the book Built to Last by Jim Collins – a book that made a big impact on me early in my career – is not a checklist of items to form a successful company. There has to be something else. Each group must find its own secret sauce to make their organization work efficiently and effectively. However, when everything does sync up, it can be very special.
As I regularly mention, I am a process guy, so it helps me to have this all laid out. However, I want to emphasize the point that this process changes slightly every time I do it because of the unique nature of each project. When looking to do this on your own, always be ready to adapt and adjust to your unique situation.
What are the things your organization does to keep efficiency and effectiveness at a high level?