It’s the Process That Allows the Pivot

Executive Summary

Processes are often seen as restrictive, but they provide the essential framework that makes successful pivots possible. By establishing clear guidelines, timelines, and checkpoints, processes ensure that all necessary information is collected and that projects stay on track. This organization allows teams to adapt to changes efficiently, ensuring that pivots are integrated smoothly into the project without excessive delays or cost overruns.

Process often gets a bad rap.  Frequently condemned as the reason projects slow down or vilified for preventing needed pivots to meet customer needs, I submit that it’s the process that ALLOWS the pivot.  More accurately, it’s the process that allows the pivot to be successful, keeping the project on time and on budget.

Processes provide a framework for a project.  Used correctly, they are a needed launchpad and an organized place to begin and refer back to.  Projects need guardrails to stay in scope and processes provide these.  Think of a process as a checklist of who needs to be consulted and what should be considered.  

Projects that run on the fly are often over budget due to the stops and starts required to collect unforeseen information.  This isn’t a problem when a process is followed.  The information can be collected and off you go!

Here’s where the process allows the pivot – since all of the times and costs are known, as well as the most practical order to complete the steps, it’s easier to find the time and the budget to execute the pivot.  The pivot is the only unplanned aspect of the project, so it takes less time and resources to figure out how to make the pivot happen.

Example 1: Agile Project Management

In an Agile project management scenario, processes such as Scrum or Kanban provide the necessary structure to adapt quickly to changing requirements. For instance, if a customer suddenly needs a new feature, the team can adjust the backlog and reprioritize tasks during the next sprint planning session. Because Agile processes include regular check-ins, reviews, and retrospectives, the team can incorporate feedback and pivot efficiently without losing momentum or significantly impacting the project timeline or budget.

Example 2: Traditional or Waterfall Project Management

In a traditional Waterfall project management approach, processes are sequential and linear, providing a structured framework where each phase depends on the deliverables of the previous one. If a pivot is needed, the established documentation and approval processes make it easier to assess the impact on subsequent phases. For example, if a customer requests a change after the design phase, the team can evaluate how this change will affect development and testing, ensuring the project remains on schedule and within budget by adjusting timelines and resources accordingly.

Example 3: Lean Project Management

Lean project management focuses on maximizing value and minimizing waste. By continuously identifying and eliminating inefficiencies, Lean processes create a flexible environment that can adapt quickly to changes. For instance, if a pivot is necessary due to a shift in customer demand, the team can swiftly adjust their workflow to incorporate the new requirements. The emphasis on continuous improvement and waste reduction ensures that pivots are handled efficiently, with minimal disruption to the overall project, allowing for rapid adaptation while maintaining quality and cost-effectiveness.

Example 4: Product Development

Consider a product development project where a company uses a stage-gate process. Each stage represents a phase in the development, from concept to launch, with gates serving as decision points. If market research indicates a need for a new feature, the team can evaluate this at a gate review. Because the process includes thorough documentation and predefined evaluation criteria, the team can assess the impact of the pivot, allocate resources appropriately, and adjust the development timeline to accommodate the new feature without derailing the entire project.

Significance to Marketing

Processes are not just tools for organization—they are critical for achieving marketing success. By providing a clear structure, processes ensure marketing campaigns are executed efficiently, from concept to delivery. They enable teams to allocate resources effectively, meet deadlines, and adapt to changes without derailing the overall strategy.

For example, when launching a new campaign, a well-defined process ensures that all team members know their roles, timelines are adhered to, and any unforeseen changes can be accommodated swiftly. This minimizes delays and maximizes the impact of marketing efforts.

Moreover, processes improve communication within the team and with clients. They provide transparency, allowing everyone involved to understand what has been done, what is in progress, and what remains. This clarity reduces misunderstandings and fosters a collaborative environment where everyone works towards a common goal.

In the competitive marketing landscape, the ability to pivot quickly is crucial. Processes provide the flexibility needed to adjust strategies on the fly, whether it’s responding to market changes, customer feedback, or emerging trends. This agility is essential for staying ahead of the competition and delivering value to clients.

Ultimately, processes contribute to the long-term success of marketing efforts by ensuring consistency, quality, and efficiency. They lead to satisfied clients, renewed contracts, and a motivated team—key elements for sustained growth and success in the marketing industry.

Conclusion

In conclusion, processes should not be viewed as impediments to flexibility but as enablers of successful adaptation. They offer the structure needed to make informed decisions quickly and efficiently. By following a well-defined process, teams can pivot when necessary, incorporating new information and adjusting their approach while maintaining control over the project's scope, timeline, and budget. Thus, processes are not the enemy of progress but the backbone that supports it.