Choosing Your First Process To Improve — Where to Begin
Introduction: Why Most Improvement Efforts Start in the Wrong Place
When organizations decide to begin a continuous improvement journey, one of the first questions they ask is deceptively simple: Where should we start?
Unfortunately, this question is often answered emotionally rather than strategically.
Teams often focus on loud, visible, or frustrating processes. Others choose projects based on leadership attention, recent failures, or perceived ease. While these instincts make sense, they often lead to disappointment. Progress stalls, momentum slows, and skepticism grows.
Task 2 – Which Process Will You Work On First from the Efficient Process Book exists to prevent this exact outcome. It guides teams to choose an initial improvement focus deliberately — not because it is convenient, but because it encourages learning, confidence, and momentum.
This blog breaks down Task 2, explains why the initial process is more important than most organizations realize, and demonstrates how making wise choices sets the tone for everything that follows.
Why the First Process Is So Important
The initial process an organization chooses to improve carries symbolic significance. It sends a message about priorities, seriousness, and intent. A poor choice can reinforce old habits; a smart one can energize the entire organization.
Early improvement efforts should not aim for perfection or total transformation. Their goal is to:
- Build credibility
- Teach the improvement method
- Demonstrate that change is possible
- Create confidence through visible progress
The Trap of Starting With the Biggest Problem
Many organizations believe they should start with their most broken or painful process. Although this seems logical, it can often create issues.
Highly complex or deeply unstable processes often become emotionally charged and politically sensitive. Improvement teams may become overwhelmed, progress slows, and resistance increases.
Begin where learning is most effective, not where pain is greatest. Early successes develop the skills needed to take on more challenging tasks later.
Separating Impact From Urgency
Urgency can distort decision-making. A process that demands attention today may not be the best way to learn how to improve effectively.
Task 2 helps teams distinguish between:
- Processes that are urgent
- Processes that are important
- Processes that are teachable
The most effective starting point for tackling challenges is usually where there is moderate impact and high learning potential. This means that instead of focusing only on the most urgent or loudest complaints, it’s crucial to identify issues that, while less obvious, provide valuable opportunities for growth and development. By focusing on these areas, we can gain deeper insights and develop strategies that not only address current concerns but also improve overall understanding and skills within the team or organization. Prioritizing this balance helps us build a learning culture that promotes innovation and long-term success.
What Makes a Good First Process
A strong first process typically:
- Has clear boundaries (start and end)
- Is observable directly
- Involves multiple steps, but not excessive complexity
- Affects safety, quality, delivery, or cost
- Has engaged people willing to participate
These traits are crucial as they empower teams to cultivate their skills for continuous improvement. By fostering an environment where individuals can enhance their abilities without being bogged down by the complexities of large-scale operations or the intricacies of organizational politics, teams can focus on what truly matters: collaboration, innovation, and effective problem-solving. This not only boosts morale but also enables a more agile and responsive approach to challenges, ultimately leading to more sustainable success.
Why Visibility Matters
Processes concealed within systems, spreadsheets, or disconnected departments are hard to enhance early on.
A visible process allows teams to:
- Walk the work area
- See waste directly
- Observe flow interruptions
- Engage people closest to the work
Emphasize the importance of visibility in the learning process: When challenges and problems are clearly presented and easily observed, learners are more likely to engage deeply with the material. This transparency promotes a clearer understanding of the issues, enabling more effective problem-solving and critical thinking. Conversely, when problems are only implied or inferred, learners may find it difficult to grasp their significance, leading to missed opportunities for growth and understanding. By making obstacles and learning opportunities visible, we can speed up the learning journey and empower individuals to approach complex concepts with greater confidence and insight.
Learning the Method Matters More Than the Result
The aim of the initial improvement isn\’t a significant change in performance — it\’s the development of capability.
Teams must learn how to:
- Observe objectively
- Identify waste
- Engage stakeholders
- Test improvements
- Reflect on results
Task 2 highlights that choosing a manageable process enables learning without significant risks. This learning then serves as a foundation for future success.
Avoiding the “Low-Hanging Fruit” Mistake
Some organizations intentionally choose the simplest improvements to ensure success. While confidence matters, overly straightforward projects may limit learning.
The initial process should be difficult enough to reveal real issues but still achievable. Improvement ability increases when teams push themselves — not when they remain in their comfort zone.
Why People Matter More Than the Process
No process can improve itself.
An ideal technical process will fail if those involved are disengaged or defensive. Conversely, a less-than-perfect process can produce strong results when the team is open, curious, and collaborative.
Choosing a first process means choosing a group of people to learn with. That decision matters.
Aligning the First Process With Strategic Direction
While Task 2 avoids overburdening the first project with corporate strategy, alignment still remains crucial. Improvement efforts that are disconnected from organizational goals risk being regarded as irrelevant.
A good initial process helps achieve broader goals without becoming overwhelmed by them. It creates a clear link between effort and meaningful results.
Using Data Without Being Paralyzed by It
Task 2 does not need perfect data before choosing a process. Waiting for full information slows down action and leads to analysis paralysis.
Instead, teams are encouraged to rely on sufficient data to make informed decisions, then let observation and learning direct refinement. Improvement starts with clarity, not certainty.
Building Credibility Through the First Win
Early improvement efforts can greatly boost a team\’s momentum. When team members see a real improvement in their processes—no matter how minor—it builds optimism and trust in their work. This small progress not only strengthens their confidence but also encourages a shared belief in the team\’s abilities. As improvements become visible, the team\’s motivation grows, leading to more innovation and dedication to ongoing process development. This cycle of positive feedback not only lifts morale but also enhances the team\’s overall reputation, increasing their likelihood of tackling challenges proactively in the future.
This belief is vital. Without it, future initiatives are uncertain.
What Happens After the First Process
A successful first improvement does more than solve a local problem. It creates:
- Shared language
- Common expectations
- A reference point for what “good” looks like
- Confidence to expand
Task 2 is not just about selection; it is about setting the direction for continuous improvement.
Common Mistakes to Avoid
Organizations often hinder early improvement by:
- Starting too big
- Choosing politically sensitive areas
- Prioritizing urgency over learning
- Failing to involve frontline staff
- Expecting immediate financial returns
Conclusion: How You Start Shapes How You Improve
Continuous improvement isn\’t achieved through grand gestures or sweeping changes; instead, it is a gradual process that relies on deliberate and thoughtful decisions made consistently over time. When teams start with a well-planned foundation, they set the stage for faster learning and growth. This careful approach encourages a culture of trust among team members, which is vital for collaboration and open communication. As trust develops, so does the team\’s confidence and willingness to try new ideas, creating a positive feedback loop that maintains momentum. In the end, this steady dedication to small advances builds a strong base for long-term success and flexibility in a constantly evolving environment.
Improvement efforts can fail not only because of resistance to change but also because organizations may implement them inappropriately.