According to the current norms it’s necessary to have a product development process. An online search results in several images of what one may look like and all of them are noticeably similar: product development is depicted as a conveyor belt in which every step of the process is defined in advance. Why?
Process as a Noun
Organizational theorists have long championed an events-based approach. However, language is a hindrance to that. Languages are based around nouns – things you can touch. Events are verbs – something one does, change, a process.
One of the first pioneers for an events-based approach was Mary Parker Follett in the 1920’s. She pointed out that decision are a result of the work of many people. Decisions should therefore be seen as processes rather than things.
However, the images describing so-called processes aren’t verbs – they’re nouns. The fact that we can turn a verb into a noun is a side-effect of our noun-centric language. We can change something living into something dead.
The pictures of processes, oftentimes drawn, all have origins in the 1960’s along with depictions of strategic planning. When strategic planning, together with the conveyor belt principle, had been tested all over the world, heavy criticism from researchers and practitioners emerged.
One notable critic was Jan Wallander at Handelsbanken, who claimed that the plans said more about the past than the present.
Process as a Verb
When organization researchers such as Parker Follett talk about processes it’s so we can understand that it’s what we do that’s important. They use terms such as strategizing instead of strategies and processes instead of plans.
When we at Pulse use iterative means to work with visual management instead of a plan, it’s a shift from a noun to a verb. Through people’s work and interaction at daily stand-up meetings and workshops a dynamic process is created.
It’s important to understand that the development process can’t be determined in advance. However, it’s possible to plan and to organize but only as long as it’s about planning and organizing. That is to say that one works with the issues all the time, daily and continuously.
Agile Product Development Process
In the picture below the company is portrayed as a network of interacting groups, such as management groups, project groups and working groups. A company that uses their whole organization to understand the world at large can make decisions with far-reaching understanding in their strategies.
They can home into the signals of the world at large early, process the information internally and implement the necessary measures. When management works using Pulse meetings in a Pulse room, we refer to it as an agile network organization.
The images seen on Pulse boards are a real-time image of the ongoing process. The image is always in flux. Because there is a collective image that represents reality, the management and others in the company can supervise what is happening and they can act on the company’s needs, just-in-time.
Management can’t micromanage what the groups will do, and in that sense they don’t have control of every little detail. However, management exercises leadership through daily stand-up-meetings with full transparency about what is happening.
Through their work, management creates strategizing in line with the company’s vision and mission statement. This makes the company agile and it has an agile product development process.
Companies that are successful have the ability to quickly adapt to changes. A company that has the ability to create changes in the market and can exploit new opportunities has the potential to become very successful.
To adapt is a verb. You can observe the feedback that comes from the market through salespeople, service technicians and other channels. You can make yourself familiar with your current situation and find different possibilities for action.
You can choose a course of action. And finally, you can act. This iteration is repeated all the time but the situation is always different. Each time you act the world at large changes. Also, you are not the only one changing the world around you.
Important factors for success include the ability to receive information and understand the world at large, to be able to show an internal versatility and the ability to get things done. A company that demonstrates a low degree of adaptation is low-dimensional. One example of low-dimensional companies are the businesses that work using detailed static process images. These companies risk being put out of business.
So why do companies try to work using process descriptions? Because there is a notion that companies must have them. Images are powerful. It might be easier to bankrupt a company than to remove the process images.