When the topic of standard operating procedures (SOPs) comes up, most people immediately fall into one of two camps: lovers and haters. For every quality manager, auditor, process consultant, training director, and COO who views clear SOPs as the bedrock of efficiency and organizational success, there are just as many who see SOPs as the opposite of helpful.

Instead of viewing SOPs as vital tools and game plans to manage and improve their operations, many managers (you might be one of them) consider them necessary evils at best. It can be hard to disagree, especially if you’ve watched your organization spend colossal amounts of staff time and money creating convoluted, incomprehensible operations manuals and processes that only confuse, frustrate, and confound employees.

Despite using up significant time, money, and staff resources, many corporate SOP manuals end up unusable, unreadable, and sometimes even dangerous. If you ask, “Where’s the business value in that?” you’ve got a good point. You might also ask, “Why do it at all? Should we just stop?”

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