Hootsuite set out to change that dynamic. One individual has taken on the unofficial position of "Czar of Bad Systems." Holmes writes, "Our employees now have a go-to person who can take an objective look at processes that have outlived their usefulness. If people have a problem they can’t fix, even with help from their manager, they reach out to the Czar. In the past, these processes would’ve fallen through the cracks–they’d be cursed at but ultimately complied with. Now there’s hope that they might actually be corrected."
Why do bad processes emerge in organizations? Holmes explains, "Interestingly, most bad processes seem to boil down to a few common failings: needless complexity, unanticipated bottlenecks, or irrational fear of worst-case scenarios." I would add one significant reason for bad processes: the desire by certain managers and executives to amass power and authority. Simply put, some managers want the right to approve or reject certain decisions because it gives them power over others, and it helps justify their existence in the organization. What these managers fail to do is put themselves in the shoes of those trying to do the work. They don't appreciate the frustrations that they have created. Moreover, they often do not understand how much they have slowed down the organization. When approaching these types of processes, managers need to put themselves in the shoes of those on the front lines. They need to stop thinking about themselves and start thinking about those whom they should be serving.