First published 26/08/21 in Association of MBAs
When I found myself as an accidental CEO of my own company (I never set out to be a CEO; I suspect few CEOs do), I had built a business which was more chaotic even than my personal life – something that made me, and consequently my staff, miserable.
I needed to find a way to retain the creativity, innovation and energy, but manage it in a non-chaotic way. Process enabled me to do this – but not in the way most people would imagine; not in a rigid, rule-enforcing manner.
