# Chapter 7 — Processes

## Establishing continuity

Once the Growth Lab Team has run a Roadmap task through Research → Prototype → Implement, the resulting new way-of-working has to be made permanent. That is the Process segment's job: convert good behaviour into "the way we do things around here."

> "*The Roadmap is the scaffolding for future growth.*"

## How Process tasks differ

Process tasks are not discretionary. Once a process is implemented, it is hard to improve or replace. Felix's advice:

- **Spend more on Research** for Process tasks than for any other segment.
- **Be willing to extend Prototype across more than one quarter** to be sure the design works before company-wide rollout.
- **Hand off ownership** to the head of the department that will use it (head of sales, HR director, head of IT). The GLT designs the process; the operating team owns and improves it.

## UxR — Utilisation × Recovery = Efficiency

Felix's three-part formula for agency efficiency:

> **Utilisation × Recovery = Efficiency**

- **Utilisation** = the proportion of available billable hours actually worked on projects, products or services. Requires timesheets per person per project.
- **Recovery** = the proportion of those worked hours that are actually billed to the client (vs. written off as scope creep, internal time, or unbilled out-of-scope work). Requires accurate billing data.
- **Efficiency** is the product. A 75% utilised team that recovers 80% of its time runs at 60% efficiency; the lever you can move depends on which factor is the weak one.

Without timesheets you cannot gauge utilisation. A "**implement timesheets**" project is therefore often the earliest Process task on the Roadmap, because almost every other Process measurement depends on it.

## The weighted pipeline (Process side)

Implementing a weighted pipeline is a Process task. It requires defined stages, defined weightings, a CRM, and a reporting cadence. See [Chapter 5](https://2y3x.com/agents/book/scale-at-speed/chapter-5-sales-and-marketing/) for the strategic use of the pipeline.

## The risk register

> "*A risk register is an often overlooked but incredibly useful tool. In essence it's a prophylactic against small things that could have big, potentially disastrous consequences.*"

A formative story: one of Felix's companies won a contract from one of the UK's biggest retailers. They signed the contract without question. Compiling the first risk register, they discovered they were **already in breach of contract** — the contract required £1 million of professional indemnity insurance, and the company carried a tenth of that.

Other examples Felix lists: terrorism affecting London transport, an epidemic keeping staff at home (the book was written in 2020), data breach exposure, key-person dependency.

The risk register is a Process task: a standing list of identified risks, each with an owner, a likelihood, an impact, and a mitigation. Reviewed quarterly by the GLT.

## Other Process tasks the chapter touches

HR: hiring pipeline, interview process, reference checks, onboarding, scorecards, continuous development. Customer Satisfaction Surveys. Employee engagement. KPI dashboards (with Financials). Hiring CRM. A monthly *designers-who-code coffee morning* is mentioned as a concrete example of a small, useful Process task.

## See also

- [The 2Y3X Roadmap](https://2y3x.com/agents/method/2y3x-roadmap/)
- [Chapter 6 — Financial and Corporate](https://2y3x.com/agents/book/scale-at-speed/chapter-6-financial-and-corporate/)