People and Process Over Technology: A Guide to Streamlining IT Operations

This African proverb, often expressed as “Umuntu ngumuntu ngabantu” in isiZulu, highlights the importance of community and interconnectedness. It underscores the idea that our humanity is defined by our relationships with others, emphasizing the value of putting people first.

We often find ourselves drawn to the allure of technology as the solution to all our problems. However, in our drive to innovate and digitize, we can lose sight of what truly drives success: the people who run our processes and the processes themselves. Before we implement the latest tools or systems, we need to ensure that our operations are as streamlined and efficient as possible. Only then can technology serve as the catalyst for positive change that we envision.

In this article, I will explore how focusing on simplifying processes and empowering people can lead to significant progress within IT organizations. As a practical example, I’ll also discuss the technique of Gemba walks—a powerful method for observing and understanding processes on the ground, ensuring that our efforts are both people-centric and process-driven.

It’s a common misconception in IT, when faced with a problem, that the immediate response is to throw technology at it. Whether it’s a new software platform or an upgraded system, the assumption is that more tech will fix the issue. However, we’ve seen time and again that this approach often falls short. For instance, implementing an advanced CRM system won’t solve the underlying issue of a disjointed sales process.

Operational excellence isn’t achieved by technology alone; it’s driven by the people who operate the processes and the processes they follow. Technology should be seen as an enabler, a tool that enhances an already efficient process rather than the solution itself. When we place people and processes at the forefront, we create a foundation that technology can build upon, rather than one that technology is expected to fix.

The first step in streamlining is to identify and eliminate non-value add activities—those tasks that consume time and resources without contributing to the end goal. For example, redundant data entry tasks that can be automated or unnecessary approvals that slow down decision-making are prime targets for removal. By cutting out these inefficiencies, we free up our teams to focus on value-adding activities that move the needle.

Another critical aspect is reducing wait times within processes. Whether it’s waiting for approvals, handoffs between departments, or delays in decision-making, these bottlenecks can severely hamper efficiency. By analyzing the workflow and identifying where these delays occur, we can implement strategies to minimize them, resulting in faster and more efficient processes.

Complex processes often involve multiple steps and hierarchies, leading to delays and confusion. Simplifying these processes—whether through process mapping, reducing the number of steps, or flattening organizational hierarchies—can lead to significant improvements. For example, a multinational corporation I worked with streamlined its procurement process by reducing the number of approvals required from six to two, resulting in a 50% reduction in cycle time.

An efficient process is only as good as the organizational structure that supports it. It’s essential to have a structure that aligns with and supports streamlined processes. This might mean reevaluating roles, eliminating silos, or creating cross-functional teams that can work together seamlessly.

To ensure that our processes are not just streamlined but also operationally sound, we need to establish good operating metrics. These metrics provide the data needed to measure success and identify areas for further improvement. Key metrics might include cycle time, error rates, and employee productivity, all of which provide insights into the effectiveness of the process and the structure supporting it.

Gemba walks are a technique borrowed from lean manufacturing, where leaders go to the “Gemba,” or the place where work is done, to observe and understand the processes firsthand. The focus is on seeing the actual work, engaging with frontline employees, and identifying opportunities for improvement.

Gemba walks help us identify inefficiencies that might not be apparent from a distance. They allow us to gather insights directly from the people who execute the processes daily. These frontline employees often have valuable perspectives on what works and what doesn’t. By taking the time to listen to their input, we can identify areas for improvement that might have otherwise been overlooked.

In one organization, regular Gemba walks revealed that a particular process was being delayed because of a cumbersome approval chain. By addressing this issue, the company was able to reduce the process time by 30%, leading to increased efficiency and higher employee satisfaction. This example illustrates the power of putting people and process first.

Once we’ve optimized our processes, technology can be introduced as an accelerator. At this stage, technology doesn’t just automate or digitize; it enhances and speeds up processes that are already functioning efficiently. For instance, after streamlining a supply chain process, implementing an AI-based forecasting tool can further reduce lead times and improve inventory management.

Technology, when applied to optimized processes, can act as a catalyst for continuous improvement. It can provide new insights, reveal additional opportunities for efficiency, and enable us to adapt more quickly to changes in the business environment. However, the key is to continuously evaluate and adapt, ensuring that the technology remains aligned with the evolving needs of the process and the people involved.

In conclusion, while technology plays a vital role in modern IT operations, it should not be the starting point. By focusing first on simplifying processes, empowering our people, and ensuring our organizational structure is flexible and supportive, we lay the groundwork for sustainable success. Technology can then be layered in to accelerate progress and act as a catalyst for further improvements.

I encourage my fellow IT professionals and leaders to prioritize process simplification and employee empowerment. Consider adopting techniques like Gemba walks to gain deeper insights into your operations and make meaningful improvements. By putting people and processes first, we can create IT organizations that are not only efficient but also adaptable and resilient in the face of future challenges.