As organizations grow, they often develop the problem of prioritizing process over product. The more they mature, the more focused they become on rules, procedures, and documentation — losing sight of the product-focus that got them started in the first place.
Why does this happen, and what can team leaders do about it?
Three main factors push organizations into this trap —
Factor 1: Process fixation
As companies grow, many tend to favor process-oriented people, who are good at following the rules and avoiding risks. As this happens, product-oriented team members, who are good at creating new and innovative things, may become less prioritized due to their tendency to question and disrupt the status quo.
Factor 2: Audience distance
As organizations grow, more layers of management and bureaucracy are added that can create a distance between leadership and the clients a company serves. This can lead to decisions that lose sight of the needs and feedback of the clients and the relevancy of the product.
Factor 3: Change paralysis
As organizations mature, they naturally become more risk-averse — wanting to maintain their reputation and market share while avoiding mistakes or failures. This makes them resistant to change and innovation and reluctant to try new things.
So, how can growing organizations overcome these challenges?
Recognize that process and product are both essential and need to be balanced. Process focus is critical so long as it serves the product and the client. Product focus is key, provided it fits into the organization’s sustainable operation parameters. Balancing these orientations means finding ways to keep the ship afloat while staying closely connected to audiences’ evolving needs and how to best serve them.
