The key to running an effective organization, we’ve been told for decades, is delivering work products through well-designed and -managed processes. Process is hailed as the path to organizational nirvana, in the form of repeatable, predictable results.
But CIOs who start process initiatives by designing processes and training staff in their use are akin to math students who enroll in differential calculus without first passing algebra and trigonometry. To succeed in any discipline, one must first master the prerequisites.
