Why Slowing Down is the Key to Quality: The Vital Role of Quality Assurance in a Fast-Paced World

Consider the CrowdStrike incident, where a mismatch in expected inputs led to a system crash and significant downtime—GLOBALLY. Here are the details. The root cause? A lack of thorough QA and testing, especially for edge cases. The financial repercussions were staggering—CrowdStrike's customer, Delta, suffered an estimated $550 million loss, including $380 million in lost revenue and an associated $170 million in expenses. This incident highlights the importance of adaptable and comprehensive testing processes that go beyond simply following protocols and address real-world scenarios.

In the aviation industry, a similar story unfolded earlier this year with Boeing’s 737 Max 9 planes. In-house inspections at Alaska Airlines revealed that several of these aircraft had loose bolts—an oversight that could have led to catastrophic outcomes. This discovery came after a near-disaster when a panel blew out midair on one of their flights, endangering 177 passengers. Incidents like these underscore the dangers of cutting corners in quality assurance. When speed and rigid adherence to processes take precedence over thorough inspections and adaptability, the results can be disastrous.

Even in highly innovative companies like Tesla, the balance between speed, process, and quality can be precarious. During the ramp-up of Model 3 production, Tesla encountered significant quality issues, from misaligned body panels to inconsistent fit and finish. These problems were the direct result of prioritizing production speed over quality, coupled with processes that weren’t flexible enough to adapt to the challenges of scaling production.

Another example, although dating back a few years, is General Electric (GE) and its ambitious digital transformation efforts. Despite aiming to lead in industrial IoT, GE struggled with rigid bureaucratic processes that hindered its ability to innovate and adapt quickly. These inflexible processes, combined with overly ambitious targets, ultimately led to financial losses and setbacks in GE’s digital initiatives. The challenges faced by GE Digital underscore how rigid processes can stifle innovation and adaptability, even in large, established companies.

Striking the Right Balance: Speed, Process, and Quality

So, how can we, as technology leaders, navigate this fast-paced world while ensuring that quality remains a top priority? The answer lies in slowing down and adopting a more flexible, quality-focused approach to process management.

1. Invest in Thorough QA Processes

Are we taking the time to do things right the first time? Quality assurance should not be an afterthought. Investing in thorough QA processes, validating edge cases, and ensuring that our products are built to last is crucial.

2. Adopt a Quality-First Mindset

Is quality truly at the forefront of our decision-making? Every member of the team, from developers to executives, must understand that processes should serve the goal of quality, not hinder it.

3. Utilize Continuous Integration and Continuous Deployment (CI/CD) Pipelines

Are we using the right tools to maintain both speed and quality? Automating routine tests and deploying small, incremental updates can help maintain a rapid development pace while ensuring each change is thoroughly vetted.

4. Implement Staged Rollouts

How can we mitigate risks before they impact the entire user base? Adopting a staged rollout approach allows us to catch issues early, without exposing all users to potential problems.

5. Foster a Culture of Flexibility and Adaptability

Are our processes too rigid? Even with established processes, it’s crucial to remain vigilant and adaptable, ensuring that processes support the dynamic needs of quality assurance rather than stifling innovation.

Conclusion: Building a Future on Quality

As technology leaders, we must advocate for a balanced approach. Yes, speed is important, but it should never come at the expense of quality. Processes are essential, but they should not be so rigid that they prevent innovation, critical thinking, and adaptability.

By fostering a culture where quality is everyone’s responsibility, and where processes are tools rather than constraints, we can build products that not only meet the demands of today’s fast-paced market but also stand the test of time.

Quality assurance is not a hurdle to overcome—it’s a foundation to build upon. By slowing down to ensure quality and maintaining a balanced approach to processes, we can create products that are reliable, maintainable, and, ultimately, more successful in the long run. As I continue to lead technology initiatives, this is the approach I advocate for: a commitment to quality that drives not just short-term gains, but long-term success.

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