Of all the issues smaller and mid-sized ad agencies struggle with, workflow management is the issue we hear about most often. Every week we field queries from our members regarding which workflow management systems (WMS) are “best”; how to train employees to use a system; and what to do when the system breaks down.
The greatest difficulty is that agencies are distinctive in culture, processes and client requirements, so no single WMS fits all. A further complication: no project is exactly like any other. That means most agencies arrive over time at a custom solution providing flexibility sufficient to meet cultural, client and project needs.
That solution may involve a sophisticated, detailed WMS system; a cloud-based project management system used in tandem with server-based financial management software; or some combination of agency management tools, online collaboration and even jerry-rigged manual systems. In our business, ideal circumstances never really exist for any job. Every job is “custom,” so the process must also be custom.
Process for Process’ Sake
Many agencies adopt formal processes as a way to manage chaos as they grow. The tipping point is often at around fifteen employees, when the old shout-and-pout methods no longer serve the agency’s needs. Workflow management then becomes a necessity. But at the opposite end of the scale, a too-rigid system may begin to dictate your culture, creative mindset and overall attitudes toward work and the job. When process starts to rule a creative environment, it’s time to step back and reassess.
Today, smaller agencies are finding alternatives to dense, restrictive workflow management systems. Instead, they follow the trend toward “lean” process applications and platforms, where each project or assignment can use just as much process as it needs… and no more. These systems allow agencies to collaborate, brainstorm, share and archive process documents like CCRs, creative briefs and change orders, and even work with clients and vendors. While they don’t always have built-in compatibility with accounting, many offer connective apps so you can have a custom agency management system. You can create and save templates for frequently needed documents; email within the platforms so all communications around specific projects are archived with the jobs; and even loop in clients to discuss concepts, look at proofs and provide approvals.
These lean systems may usually be expanded or shrunken based on the number of users at a given time, unlike many full-scale WMS packages with inflexible user licensing. And they cost a fraction of the big system software investment.
Hog-tied by Process
One stumbling block for agencies is getting employees on board with a system where there was none before. Many agency employees will resist mightily any imposed system. People tend to resist any change that requires them to alter long-held practices—or personal control. Individual employees may see workflow management as a commentary on or criticism of how they have always done things. Others may simply resent that they have to relearn how to do something that “works fine as is.”
So, before you can invest in a new system, you’ll have to convince employees that:
- a system is absolutely necessary;
- the system will make their jobs easier and more efficient; and
- increased efficiency will translate to more profits for the agency… and larger bonuses/profit sharing for employees.
It’s also very important to help employees understand that any process is a guideline, not a set of strict rules (a bit like the Pirates’ Code). Participants must collaborate and, most important, THINK about what needs to be done—who must be kept informed, who must give final approvals, etc. Discuss what parts of a process are too critical to be eliminated (proper input, client approvals and proofreading, for example), versus steps that may not be essential for every project. Give employees some autonomy to decide when steps may be cut, and when they need management approval to do so.
Adding To or Letting Go of Process
Chaos is only good in small quantities. A little chaos can foster creativity; too much can inhibit creative thinking, add stress, and otherwise impede the agency’s ability to deliver work on time and on budget. Periodically assess your internal processes to determine if you really need all the steps you follow—or if you actually need OTHER steps. Test and adjust to see what changes might improve workflow and efficiency.
Conversely, if your efficiency levels are way down, process may be overwhelming the flow of work. Instead of making work easier and more efficient, too much process can mire your workforce in mindless forms, emails, meetings and notifications. If agency employees are doing digital “paperwork,” they’re not creating, brainstorming or producing. Test whether you can cut process steps. If you stop doing a step and workflow is not harmed, ditch it and test the next item on your “can we do without this” list. If your test demonstrates you still need that step, put it back in, and move on to another step.
Ultimately, process that slows you down or impedes productivity is a bad thing. Learn to be stewards of process, not slaves to it. The freedom that comes with leaner processes should help your bottom line, and the health of your agency culture.
