When “done” is the problem: missed opportunities after go-live

Jeremy Markham is Allen + Clarke’s Continuous Improvement Lead.

"Wow, it sounds like you’ve really thought through that idea.”

Yeah, it’s been in my head for almost two years — shortly after the new system was rolled out. But by then people just wanted to move on from the project, so nothing happened.”

That exchange took place during a process improvement session I was facilitating with a team. Everyone agreed the idea was sensible, feasible, and likely to deliver real benefits. Yet it had sat unused for two years.

By the time a major project is officially finished, people are often keen to tick the box and move on. But at what cost? Are we unintentionally locking inefficiencies into our organisations by not deliberately revisiting processes a few months after they go live?

Why good design is not enough

It is tempting to assume problems like this are caused by poor design. In reality, even well-designed processes can’t anticipate everything. No matter how thorough or inclusive the design work, some improvement opportunities only become visible once people start using a process in real conditions. Workarounds appear. Friction points emerge. Small inefficiencies accumulate. Before long, people become familiar with these pain points and start accepting them as “just how things work”.

In Agile software development, learning continues after release, and systems are refined based on real-world use. In contrast, many organisations still treat process improvement as a one-off activity: design, implement, declare success, and move on. Unnecessary inefficiencies can get baked into the process, while opportunities to improve are quietly missed.

Same issue, multiple viewpoints

My thinking has been shaped by various other roles too.

As a benefits manager, I saw benefits initially marked as realised gradually erode as underlying issues became apparent.

As a change manager, my formal involvement often ended shortly after go-live, meaning I had very limited visibility of how well changes were sustained over time.

As a frontline people manager, balancing competing priorities, I saw how easily process optimisation slipped down the list, even when everyone recognised that improvements were possible.

Each role revealed a different facet of the same issue: our delivery models create a blind spot at precisely the point where improvement opportunities are most visible.

Why we rarely go back and improve

If there is genuine opportunity to improve, why is it not more routine?

From my experience, a few factors consistently get in the way.

First, much inefficiency is hidden. When people look busy, and work continues to flow, the waste underneath is not always obvious.

Second, organisations are often drawn to silver-bullet solutions, such as new systems or restructures, rather than ongoing, iterative review. Continuous improvement can feel optional, something to return to once more urgent priorities are dealt with.

Third, there is often little external pressure. In software, customers expect regular updates and refinements. For internal processes, there is rarely the same expectation, so existing ways of working persist by default.

Finally, many leaders lack confidence in how to approach continuous improvement in a proportionate and sustainable way. Without a clear approach, doing nothing can feel safer than doing something imperfectly.

The problem is not the benefits

Even though much waste is hidden, most people already know there are opportunities to improve. A lack of benefits is rarely the real issue.

It is a bit like fitness, healthy eating, or personal finance. We know we would be better off if we did things differently, yet we often struggle to commit to change. The problem isn’t understanding the value, it’s the lack of clarity about how to do it well in your specific situation. That is why small, incremental steps matter. They build momentum, capability, and belief over time.

Getting started

If you have not done structured continuous improvement before, it is normal to feel apprehensive. You do not need to get it perfect. You just need to start.

One of my earliest lessons as an improvement practitioner was that people already have good improvement ideas, but they may not act on them because they do not feel they have the capacity or mandate to do so. Getting started can be as simple as holding a team discussion, capturing a few ideas, committing to one achievable improvement, and following through.

A useful way to spark thinking is to discuss common sources of inefficiency, such as the 8 Wastes of Lean. Although originally developed in a manufacturing context, the concepts translate well to knowledge work environments and often yield immediate insights.

For a more structured approach, teams can step through a process together, identifying issues and opportunities as they go, and use this information to inform a practical improvement plan. Doing this activity a few months after a major business change has occurred is the perfect time, as people have begun to develop clear views of what needs to change and haven’t become so familiar with the process that they stop noticing. 

Running structured continuous improvement activities like these will not only improve the targeted process, it will also reinforce expectations of staff, help them spot inefficiencies in other areas of work, and help develop their capabilities to develop and implement improved ways of working.

Keen to know more?

If you’d like to discuss these ideas or get advice on a specific situation, you can book a 30-minute conversation with Jeremy via the link below.