I'd make that "sometimes" stronger -- if you're not failing often, you're not trying enough things! That goes also for process change. Processes should be inve

I'd make that "sometimes" stronger -- if you're not failing often, you're not trying enough things! That goes also for process change. Processes should be invented by the people who use them, and they should continuously evaluate their appropriateness and suggest adding, removing, reordering, or changing steps based on their day-to-day experience. These suggestions should run in limited trials and then either reverted or made permanent. In the ideal case, you run a new experiment every week (or if the process is used more rarely, perhaps every quarter.) ---- Also note the critical distinction: it should not be "the organisation" that creates processes and seeks feedback on them. It should be the people the process applies to who creates it and they will naturally get feedback as part of their job executing on it. Think of it not as "regulation" (an authoritative body demands something) but more as "standardisation" (the involved people come together to agree on the best way to do something, based on their collective experience.)