What I have observed is that process is created in response to break-down or mistakes that people made. The typical management response after a crisis is that "we will put process in place to prevent this from ever happens again." While processes reduce the effect of human errors and make human replaceable, it also stifles creativity and risk-taking behavior. Unchecked, the processed accumulated overtime will sap the energy of the organization and kill it.
What is needed to energize an organization is the willingness to make mistake and accept failure as part of life. There should be a "mistake-fund." Allocate 10% or 20% of downside in revenue for mistake/failure people make. It's ok to make mistake in trying and growing. This lessens the need to overreact in every crisis to create new rules and processes, and encourage risk taking.
The "mistake-fund" shouldn't be just lip-service and part of the company culture. "Have you tried something this week to use up the mistake-fund?" should be a regular theme.
What is needed to energize an organization is the willingness to make mistake and accept failure as part of life. There should be a "mistake-fund." Allocate 10% or 20% of downside in revenue for mistake/failure people make. It's ok to make mistake in trying and growing. This lessens the need to overreact in every crisis to create new rules and processes, and encourage risk taking.
The "mistake-fund" shouldn't be just lip-service and part of the company culture. "Have you tried something this week to use up the mistake-fund?" should be a regular theme.