Exploring the relationship between process and technology as they evolve together.

1. Bob Donaldson, Chief Technology Strategist
The Problem with Process
TC World, Wiesbaden, November 3-5, 2010

2. Is “Process” a Good Thing?
☐ Process – Good
☐ Process – Bad
✔
Without a focus on process, we have no
“safety net” for individual failure and no
confidence that we can consistently apply
lessons learned from past experience.

3. Process is not the whole solution
o Process does not replace expertise
o Process does not replace thinking
o Process does not guarantee quality
o Process can lead to complacency

4. What is the point?
o The goal of the process is not the
Process
o The goal of the process is the Goal
We focus on process in order to improve
our chances of achieving our goal:
Projects delivered on time, on budget and
on spec (expected quality)

5. What is the most constant thing in business?
Change!!

6. Pressure points driving change *
o Explosion of relevant content
o Social media impact on branding
o Open innovation & collaboration
o Revolution of rising expectations
• Advances in translation technology
• The need for speed
o Looming importance of Asia
o … etc.
* Kirti Vashee - http://kv-emptypages.blogspot.com/2010/10/megatrends-and-their-impact-on.html

7. Handling the resulting conflict
Process
Change

8. The Dilbert approach to handling change

9. Handling the process vs. change conflict
o Focus on flexibility
• Resilient to (minor) change
o Implement a “process process”
• Responsive to change
o Start over periodically
• Acknowledge change
• Build like an American, not a German
o Encourage imagination
• Anticipate change
• <trite> Think outside the box </trite>

10. Know when to hold ‘em
o Process-driven
operations
o Focus on flexibility
o Review/Revise as
needed
With apologies to Kenny Rogers – The Gambler

11. Know when to fold ‘em
o Vision-driven strategy
o Revisit fundamental
assumptions
o Refuse to be limited by
the possible
With apologies to Kenny Rogers – The Gambler

12. The problem with process revealed
o LSP’s operate with processes
• Originally manual
• Automated piecemeal
o Tool vendors respond to LSP needs
• Desire to retain processes
• Automate without change
Result:
• Limited automation benefit
• Existing processes locked in
• Widespread disillusionment

13. Practical application
o For LSP’s
• Evaluate tools in light of possible
processes (not current ones)
• Imagine a future without limitations
• Seek to eliminate predictable tasks
• Project set-up
• Vendor assignment
o For Tool Vendors
• Seek to create a new paradigm
• Eliminate ‘clicks’ wherever you can
• Refuse to be limited by manual processes

14. Dangers to avoid
o Oversimplification
• “Anything I don’t understand is easy”
– Dilbert’s Manager
o Overcomplication
• Flexibility where it is not needed
o Overemphasis on uniqueness
• Is it a competitive advantage?
o Change without financial benefit
• “Automated paperwork”

15. Questions or Comments?

16. Chief Technology Strategist bob_donaldson@textform.com Tel.: + 49 30 45502-222 Fax: +
www.textform.com
Contact Details: