Improving Without More Process
With so many processes, tools, and workflows already in place (opens in new tab), the future of work (opens in new tab) shouldn’t give us more to manage. Instead, we can make better use of the data within our existing systems to become more agile.
During my time at Origami (opens in new tab), I managed two teams implementing risk-management software for a shared client. Despite working within the same scope, their billable hours differed. But why?
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I compared hours per deliverable, individual, and team using Excel. Where teams logged more time, I looked to feedback from our ‘lessons learned’ to understand where more clarity, better documentation, and opportunities to upskill could help them move forward with confidence.
This project taught me that feedback should be an iterative and shared process. Not only did my teams appreciate being heard, we figured out that their morale and ability to problem solve was affected by their mode of work (one remote team vs. one in person team).
For the next cohort, I recommended that our intern advisors form teams with at least two interns per office where possible. I also proposed a midpoint retrospective so teams had protected time to work through any constraints, before the conclusion of the project.