Dawn Holly Johnson argues that business value delivery depends on robust, repeatable processes rather than people or technology. Each product line should have its own profit-and-loss responsibility, and clear processes help employees make better decisions because they understand what value they're delivering.
That should be the primary focus because how are you going to deliver that value? By creating a bunch of functional departments or by actually creating a powerful process to deliver that and enabling the process with people and technology. So, process comes first. And so, you often hear, well, our people are number one. Well, they are. But they will come and go. And your tech will come and go. But your process is what's still delivering the value. People and technology are enabling it. So you have to design that delivery process, and that becomes the formal structure of your business. And if you have multiple product lines, then each of those is their own value delivery process and their own P&L, because that's why you're in business, period. And guess what? When you give people purpose, when everyone's clear on the value to deliver, number one, they make great decisions now because they're clear. On what's going on in the organization. The process is transparent.
