Process, process, process...

When it comes to making the products we adore, it takes a village – a village of makers, to be exact. These are the creative and brilliant minds behind the designs and engineering marvels that capture our hearts. But it's not just the designers and engineers who make the magic happen, we also have user researchers and data analysts who play a vital role in bringing these products to life. We all know that without makers, there would be no products to look up to.

But there's more! Behind every great maker, there's an even greater manager. Managers are the unsung heroes who ensure that their team of makers is fully equipped with everything they need to create the best products possible. They coach and mentor their team members, helping them to grow and succeed in their careers. If you're lucky enough to work under a manager who's passionate about your progress, then you know just how valuable they truly are. So, let's not forget to give a shoutout to all the amazing managers out there who make it possible for makers to do what they do best!

When it comes to PM there's always one lingering question though: what exactly does a Product Manager do? While they may not necessarily be in charge of managing people, they do take on the role of stakeholder and project manager. However, when it comes to empowered product teams, the lines blur a bit. Product Managers still play a crucial role, but they also take on a more maker-type role, although not as pure as engineers or designers.

But here's the thing, over the past decade or so, a new type of contributor has emerged. They are known as process people and they play a crucial role in keeping the team running smoothly. They focus on optimising processes, streamlining workflows, and ensuring that everything runs like a well-oiled machine.

So while Product Managers may have been solely responsible for those tasks in the past, these days there's a new player in the game who is responsible for the process rather than the makers or the product. They're known as process people, and while their job is not inherently bad, the rise of process people has added a new layer of complexity to the mix.

There's a trend towards the rise of product ops across many companies nowadays. Wait... but what's product ops? There are many different definitions of product ops out there, but one of the most common is to have a dedicated team that provides the process, tools, and methods for the entire product organisation. While this may sound like a good idea on paper, it can actually hinder innovation and creativity by imposing rigid processes and procedures that hold back the very things that make great products possible.

So while we shouldn't discount the importance of process entirely, we need to be mindful of the potential dangers that can arise when we put too much emphasis on it. At the end of the day, it's the makers and their innovative ideas that drive product success – not just a well-oiled process machine.

To fully grasp the advantages and disadvantages of this approach, let's take a step back for a moment.

As organisations expand, they're faced with the challenge of scaling effectively. There are two primary approaches that companies take to achieve this: scaling their leaders (i.e., the managers) or scaling their processes.

Each of these approaches has its own set of pros and cons, and the right choice depends on the specific needs and goals of the organisation. By taking a closer look at both options, we can gain a better understanding of how to scale successfully while maintaining a healthy balance between leadership and process.

Let me start by saying that I truly believe that most people in these process-driven roles have the best of intentions. They want to help their companies succeed, and they're passionate about doing so. However, the reality is that their efforts often end up causing more harm than good. Why is that, you ask? Well, there are a few reasons.

First and foremost, many of these process people lack the necessary experience and expertise to make informed decisions about how teams should operate. They may be enthusiastic, but without firsthand knowledge of what it takes to be a maker or a manager in a strong product company, they're ill-equipped to lead teams effectively. This makes them easy targets for consultants and vendors who see them as a way into your company.

Second, in some cases, process people are brought in because managers are unwilling or unable to do their job properly. This is particularly true when it comes to coaching and developing their makers. In these situations, a process person is a poor substitute for a strong, knowledgeable manager.

Finally, there is no one-size-fits-all approach to product development. Attempting to standardise a process across a large organisation only serves to institutionalise a process that is likely to be a poor fit for many teams.

So while the intentions of process people are good, their efforts can often do more harm than good. It's important to recognise that there is no one right way to do product development, and to approach process with a healthy dose of skepticism and an open mind.

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