My experience is to manage people effectively, and apply just enough process for each person and job.
Eventually, some nimble whippersnapping startup who only hires "A players" eats the large enterprise's breakfast. But to satisfy the shareholders, the startup takes on more work and to cope with that work, they start hiring B players... and so it goes on the enterprise merrygoround.
There's no real solution, just different ways of playing the game.
Sounds like you have a decent lightweight process-making-and-revising process. Most organizations don't. Instead, most organizations create processes mostly ad-hoc in reaction to some trauma, and then never remove them. It accumulates, like scar tissue that only ever gets thicker unless it is ripped away, which just causes different scars.
>As companies get larger and more complex, there’s a tendency to manage to proxies. This comes in many shapes and sizes, and it’s dangerous, subtle, and very Day 2.
A common example is process as proxy. Good process serves you so you can serve customers. But if you’re not watchful, the process can become the thing. This can happen very easily in large organizations. The process becomes the proxy for the result you want. You stop looking at outcomes and just make sure you’re doing the process right. Gulp. It’s not that rare to hear a junior leader defend a bad outcome with something like, “Well, we followed the process.” A more experienced leader will use it as an opportunity to investigate and improve the process. The process is not the thing.
https://www.aboutamazon.com/news/company-news/2016-letter-to...
I'd guess that it'd work better with a better-than-good-enough Benevolent Dictator who gets to improve the user interface however s/he wants,
than to go looking for the "magic" UX improvement process
> mandate
The problem with mandatory processes is that people don’t take responsibility for the outcome of a process over which they have no power. Processes should be tools people can pick up to improve clarity.