Processes can be used to optimize the things you do every day, and we spend most of our time telling you that!
But where do these processes come from? Really.
Maybe you just documented your steps one day and built from there? In which case, the process evolved naturally from the actions you took intuitively. When I add big words into that description I can make it sound like a good thing. But it could be put another way.
You never took the time to think about the foundations of your process.
At the very base of all processes are a series of said and unsaid principles. In good processes and bad processes. If we want the best processes we can make, we need to understand and critically evaluate the principles which knowingly or unknowingly guide our every decision.
Ray Dalio’s text, Principles, answers the question “how does a hedge fund work?” and gives us an insight into how he built the world’s largest one, Bridgewater Associates.
Bridgewater manages $160 billion worth of assets for 350 different clients. These clients range from large corporate bodies like McDonald’s to pension and wealth funds, and even to the assets of central banks. The whole company has been built around cultivating a radical company culture, and it is this radical company culture which makes Bridgewater Associates so successful and worth investigating!
In this Process Street article, we’re going to present to you a number of the ideas contained within the book and we’re going to pull out three specific company processes Dalio has developed on the back of these principles:
But be warned: it’s likely a radical break from your office!