Come Up for Air: How Teams Can Leverage Systems and Tools to Stop Drowning in Work

The reality is that many companies wait too long, if ever, to turn projects into processes.

Similarly, there are some security benefits to consider. Most knowledge bases can be segmented so that employees have access only to information they need to know.

it’s important to first learn to distinguish between managing projects and processes. We already know that projects are used to create something out of nothing. With a project, you’re typically doing something for the first time. They’re often one-off situations. They deal with unknowns. Processes, on the other hand, deal with what is already known

This is a hybrid of strategic thinking and best practice principles that form the definitive playbook for optimizing team output, alignment, and performance. A playbook focused on the impact of the collective, not just the individual.

I foresee some of these tools being combined in the future to create a more centralized digital headquarters with less context switching.

Process management tools answer the question: How?

In order to put this into practice, company knowledge must first be separated into two categories: static and dynamic

By definition, it’s a series or set of activities that interact to produce a result.1

Regardless of size or industry, all organizations need to communicate (with their team and