The Department Important Documents/Dashboards Folder – This is where documents, files or dashboards (frequently spreadsheets) that are essential documents to the company, but not defined processes The Department SOP Folder – This is where all the SOPs for your deparment are shared The Department SOD – This is a Text Document organize the SOPs and Important Documents/Dashboards of your department Reduced email volume and removes some of the need for project management software.We see business failures as failures of process, and that give us an opportunity to address those problems in a positive way. Added legacy to our conversations. Every important decision, principle, and process in our business is recorded on our live document so our conversations build out assets for our business.Increased modularity. It’s much easier to outsource elements of our business, hire new team members and train them, or to leverage ourselves out of lower value tasks.Increased precision. Our conversations and the actions we take are more elegant. Why are we doing this? When are we doing this? What precisely do we do? How much does it cost us?.We run off of a Standard Operating Document containing our mission, principles and the processes and procedures used to cary those principles out and run the businessĭan explains (in text and video) how and why we set-up our system in a Framework for Hiring and Managing Employees a little less than a year ago: That machine is our implementation of Sam Carpenter’s Work The System. Work The System: How To Write A Standard Operating Procedure Our team is composed mainly of tinkerers and mechanics playing with a big machine. This is increasingly what our company looks like, and I suspect what more and more companies will look like in an entrepreneurial Fourth Economy. You either hire for it, automate it, or outsource it. Once you do the tinkering and figure out that what comes out is better than before the tinkering, then you define it and at that point, it doesn’t make much sense for you to keep doing it. That’s where you want to figure out how to spend the most time, doing the tinkering. The highest leverage is to the left of that scale at create and define. This is interesting on a theoretical level, but what does it really look like? Create–>Define –> Automate/Outsource. Replacing one cog with another one to see if the end product comes out better, adding on new cogs, getting rid of cogs that don’t seem to be helping very much anymore. You’re standing up above the machine just trying out new pieces. What you want to be is the mechanic or the tinkerer. When you’re working in the business, you’re just one of the gears – not a great way to create leverage. The manufacturing machine analogy makes sense to me because it’s easier to see why you should always be working on the business, not in the business. Depending on how those processes work, you get something different out the backend. You put something in one end and then it goes through all these defined processes of scaling in business and then it comes out the other end as profit (or not). I don’t have a software background, though so I like to envision businesses as manufacturing machines. That analogy has stuck with me ever sense. I read a post from Dylan Hassinger on a private entrepreneurship forum I’m a member of that compared business to software at some point last year. How To Write A Standard Operating Procedure
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