It should include the necessary attributes (like quantity and quality) of outputs

An output is something visible: an outcome, a deliverable, an obvious behavior; something produced after doing some work.

It’s accountability all the way down. Sounds simple when it’s said like that. But a culture of accountability is not as common as you’d think. It’s simple but not easy, and incredibly powerful—even though it leads to hard conversations if the outputs are not adequate.

These are the main benefits to bifurcation: More output (if you have different people doing each subsystem at the same time). Lower labor costs (if some of the subsystems can be done by people with lower salaries and less training). More places to improve quality.

You really should encourage people to update the documents any time there’s an improvement in how things are done. But a regularly scheduled update is a good backstop.

It’s accountability all the way down. Sounds simple when it’s said like that. But a culture of accountability is not as common as you’d think. It’s simple but not easy, and incredibly powerful—even though it leads to hard conversations if the outputs are not adequate.

you want people to live the values of your company culture, you have to describe them in visible, behavioral ways that everyone can agree on.

You want problems solved by the right people who can do it most effectively.

moving your company from people to process.