Early on at Process Street, we knew we wanted to be a more process-centric team. Certain processes had poor adherence (rendering them ineffective), and new processes were only being designed by management. As a result, these processes weren’t being documented efficiently. Without the correct documentation, teams didn’t know how to use them – or even that these processes existed. 

We needed to improve how our systems were constructed, and how our infrastructural tools were used. 

“Col sporcar si trova”: Creating processes within calculated disarray