Best practice is worst practice

Following 'best practice' and strictly adhering to industry standard processes is not good for business. In fact, it may be poisoning the business, just as the hemlock poisoned Socrates when he was forced to drink it many centuries ago for his perceived transgressions.

I can already see the angry ITIL mob and process police at the gates with pitchforks and a length of rope, ready to punish me for uttering such a blatant blasphemous statement. Before they drag me away to meet my fate, allow me a few last words.

Let's take a look at the story of Socrates and why the ancient Athenians put him to death. Socrates was forced to drink Hemlock as punishment for his perceived crime of corrupting the minds of the Athenian youth. Ironically, if we still lived in the Classical Age, I believe some of the philosophical 'best practice' process thinkers would now be accused of a similar crime. Unlike Socrates, however, they would be guilty.

The premise that leads me to make such a statement begins with the 'when and why' best practice and process came into the realm of business. Adam Smith defined process in 1776 at the height of the Industrial Revolution. At this time in history, the production of goods and services required a standard approach, a process that people could follow to mass produce the same item and ensure each item met the same quality as the original prototype.

The world was a little different back then. It was a simpler time. Change happened, of course, but not at the disruptive pace witnessed in this day and age. Today, rapid change is a constant that needs to be accepted and embraced. To survive in a world experiencing a continuous metamorphosis, organisations need to respond quickly and efficiently. The known variables on which business decisions need to be based evolve at a pace that did not exist in 1776, or even 20 years ago.

Processes were created through the ages to rectify a specific problem at a point in time. Companies must not fall into the comfort zone trap, whereby they continue to force the use of processes that are no longer relevant. Some may have been created at a different time to meet a business problem that has evolved or no longer even exists. Companies, therefore, need to examine their current processes in order to ascertain if they still add business value.

Some processes have evolved and new processes have been created to meet challenges in the new world. Businesses are then not plagued with irrelevant processes, but in the way in which they are applied. Processes of old were executed in a strict and dogmatic fashion. As processes have evolved, so too must adoption, use and enforcement of these processes.

Let's take the example of IT system changes and the process of change control. Sometimes, waiting for a change control board to meet in a week's time to approve a change that will give a competitive edge is not an option for business. Things are moving rapidly in the world, and IT needs to keep up. In a week's time, the business advantage that existed may no longer be there.

Processes of old were executed in a strict and dogmatic fashion.

The same can be said of the software development process. If business requires a system to be developed to meet a business need that would give it a competitive advantage, it may need a solution in the short term before the window of opportunity is closed. The opportunity may no longer be there in the months or even years it takes to build a solid, robust solution that has followed due process.

The essence to successful business today is the rapid implementation of an idea. Companies that choose speed as their primary driver will always release a product ahead of a rival which is hindered by an archaic approach. The challenge, however, is ensuring quality while still being able to respond rapidly.

Companies should look at their current processes and ask themselves:

* Is the process still relevant?
* Are we executing the process in the most efficient and expedient manner possible?
* How can we improve the process to make it leaner and enhance the agility of the business?
* What are the minimum process criteria that must exist to still produce a product exceeding our quality standards?

So, in closing, continue to follow process to mitigate risk and ensure that what is produced meets the standards for quality. Look for ways to make processes lean, agile and relevant. Finally, do not let process hinder the business in taking advantage of a business opportunity. In today's world, speed to market is the key ingredient of modern-day organisational success.