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From Chile to Sweden to Georgia to Hong Kong, for very small teams to large organizations, for basic repeatability to complex technology, the question is the same: Why isn't process change easier? The process articles in this issue demonstrate that aligning interests on a process change is hard work. But more than just facing hard work, each part of an organization's staff must share the values of process change to succeed. Company leadership must have a vision of the benefit. Development teams must see the value. Process engineers must recognize that the change will be both interactive and iterative.