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productivity

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toss

Improving Work Efficiency: Revisiting (opens in new tab)

The Toss Research Platform team argues that operational efficiency is best achieved by decomposing complex workflows into granular, atomic actions rather than attempting massive systemic overhauls. By systematically questioning the necessity of each step and prioritizing improvements based on stakeholder impact rather than personal workload, teams can eliminate significant waste through incremental automation. This approach demonstrates that even minor reductions in repetitive manual tasks can lead to substantial gains in team-wide productivity as an organization scales. ### Granular Action Mapping * Break down workflows into specific physical or digital actions—such as clicks, data entries, and channel switches—rather than high-level phases. * Document the "Who, Where, What, and Why" for every individual step to identify exactly where friction occurs. * Include exception cases and edge scenarios in the process map to uncover hidden gaps in the current operating model. ### Questioning Necessity and Identifying Automation Targets * Apply a critical filter to every mapped action by asking, "Why is this necessary?" to eliminate redundant tasks like manual cross-platform notifications. * Distinguish between essential human-centric tasks and mechanical actions, such as calendar entry creation, that are ripe for automation. * Address "micro-inefficiencies" that appear insignificant in isolation but aggregate into major resource drains when repeated multiple times daily across a large team. ### Stakeholder-Centric Prioritization * Shift the criteria for optimization from personal convenience to the impact on the broader organization. * Rank improvements based on three specific metrics: the number of people affected, the downstream influence on other workflows, and the total cumulative time consumed. * Recognize that automating a "small" task for an operator can unlock significant time and clarity for dozens of participants and observers. ### Incremental Implementation and Risk Mitigation * Avoid the "all-or-nothing" automation trap by deploying partial solutions that address solvable segments of a process immediately. * Utilize designated test periods for process changes to monitor for risks, such as team members missing interviews due to altered notification schedules. * Gather continuous feedback from stakeholders during small-scale experiments, allowing for iterative adjustments or quick reversals before a full rollout. To scale operations effectively, start by breaking your current workload into its smallest possible components and identifying the most frequent manual repetitions. True efficiency often comes from these small, validated adjustments and consistent feedback loops rather than waiting to build a perfect, fully automated end-to-end system.

productivityautomationworkflow-automationprocess-optimization+3
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P-Canvas, an engineering technique for (opens in new tab)

The concept of "Managing Engineering" treats team leadership as a systematic process designed to reduce the "reproduction costs" of solving recurring human and organizational challenges. By implementing the P-Canvas framework, managers can move away from abstract, directionless 1-on-1 meetings and toward a data-driven approach that visualizes a member's growth and psychological state. This methodology concludes that management can be systemized just like software engineering, allowing leads to proactively identify and resolve team issues through trend analysis and visual indicators. ### The Concept of Managing Engineering * Engineering is defined as the act of lowering reproduction costs; if a solution to a problem can be reused by others to save time and effort, it is considered engineering. * Applying this logic to management involves creating reusable frameworks for handling complex interpersonal relationships, professional growth, and team care. * The goal is to move beyond "neglect disguised as autonomy" by building a system that ensures team members are truly supported rather than just left to work independently. ### Structure and Design of P-Canvas * P-Canvas is a visual management framework consolidated into a single page, updated monthly over a five-month cycle to track changes over time. * The framework utilizes three 2D coordinate systems to map complex nuances: communication proactivity, the relationship between growth and performance, and the emotional state regarding stable versus challenging tasks. * Scale-based indicators measure quantitative factors such as workload distribution, project participation, job satisfaction, motivation levels, and the degree of "radical candor" practiced by the member. * A hexagonal skill chart tracks six dimensions of competency: communication, team-specific values (Platform 10 rules), job expertise, work completion, knowledge generalization, and cultural contribution. ### Data-Driven 1-on-1s and Problem Identification * The framework shifts 1-on-1 conversations from vague questions like "How are you?" to specific inquiries based on data patterns, such as a sudden dip in satisfaction paired with a rise in candor. * It functions as an early warning system, allowing leads to detect signs of burnout or interpersonal conflict before they escalate into long-term performance issues. * By visualizing data, the lead and the member can engage in "joint problem-solving," identifying whether a decline in motivation is due to unclear roles, cultural clashes, or inefficient processes. * The system emphasizes the "trajectory of change" rather than absolute scores, focusing on how a member recovers and grows following specific management interventions or project shifts. ### Benefits of Visualized Management * Proactive Intervention: Leads can catch subtle signals of dissatisfaction early through shifting data points rather than waiting for a member to voice a complaint. * Objective Communication: The presence of a visual chart provides a neutral ground for discussing sensitive topics, making it easier for members to express their feelings through data. * Verification of Support: The framework allows leads to track the effectiveness of their own management actions by observing if a member’s indicators improve in subsequent months. Implementing a tool like P-Canvas is highly recommended for leads who find traditional 1-on-1 meetings too abstract or difficult to facilitate. By treating management as an engineering discipline, leaders can create a more predictable and supportive environment where individual growth is measured not just by output, but by a holistic view of a member’s professional and emotional well-being.

productivitymanaging-engineeringteam-management1on1-meetings+2