Ever feel like your digital business is running you, instead of you running it? You’re not alone.
In the fast-paced world of digital entrepreneurship, countless business owners find themselves trapped in what productivity expert David Allen calls “reactionary workflow” – constantly responding to an endless stream of Slack notifications, client messages across multiple platforms, and urgent project updates. Your day becomes a blur of troubleshooting payment gateways, racing to meet content deadlines, and obsessing over email campaign metrics, all while your strategic goals gather dust in that “someday” folder you created months ago.
Sure, you can pride yourself on being a master multitasker who knows every detail of your business down to the optimal time to post on social media in every time zone. But as Cal Newport points out in “Deep Work,” this constant context-switching isn’t just exhausting – it’s actively preventing you from the focused work that could transform your business. While your dedication to doing it all might seem heroic, it’s about as sustainable as running a marathon in flip-flops. There’s a better way: developing what Sam Carpenter calls “strategic systems” that let you step off the hamster wheel and actually run your business, not just run yourself into the ground.
The Technical Expert’s Trap
In his groundbreaking book “The E-Myth Revisited,” Michael Gerber identifies what he calls the “fatal assumption” that plagues most small businesses: the belief that understanding the technical work of a business means you understand how to run a business that does that technical work. This assumption has caused countless talented professionals to dive into entrepreneurship, only to find themselves drowning in operational chaos.
Gerber describes three personalities that exist within every business owner: the Technician, the Manager, and the Entrepreneur. The Technician is the doer – the web developer who loves coding, the copywriter who crafts captivating stories, or the digital marketer who geeks out over conversion rates. Most small businesses start because a skilled Technician decides to strike out on their own, driven by the thought, “Why work for someone else when I could do this myself?”
But instead of building a business, these technical experts merely create a job for themselves – and often a more demanding one than they had before. They spend their days building the products and delivering the services (working IN the business as the Technician), leaving little to no time for the crucial roles of the Manager (who craves order and systems) and the Entrepreneur (who sets the vision and drives innovation).
Why Systems Matter
In his transformative book “Work the System,” Sam Carpenter describes his journey from working 100-hour weeks in his struggling business to running a thriving company that practically managed itself – all through the power of systems. This perspective aligns perfectly with what David Allen, author of “Getting Things Done,” calls “mind like water” – the state where your systems are so robust that your mind is free to focus on high-level thinking rather than remembering operational details.
Business systems are documented, repeatable processes that ensure consistent quality and efficiency. As Carpenter explains, most business owners see their operations as one big blur of endless tasks, but the reality is that every business is actually a collection of discrete systems working together – or in many cases, working against each other due to lack of documentation and optimisation.
Tiago Forte In “Building a Second Brain,” extends this concept to digital businesses specifically, advocating for creating what he calls “digital gardens” – organised systems for managing information, processes, and workflows in the digital space. Carpenter posits that success comes from seeing your business as a collection of systems rather than a chaotic mass of problems to solve.
These systems serve several critical functions:
Scalability
When processes are systematised, training new employees becomes straightforward. Rather than keeping critical knowledge in the owner’s head, documented systems provide clear guidelines for performing tasks to established standards. Carpenter refers to this as turning your knowledge into transferable assets. This makes growth possible without sacrificing quality. As Cal Newport argues in “Digital Minimalism,” systematisation is particularly important where the constant flow of information can become overwhelming without proper structures in place.
Consistency
Customers expect consistent quality every time they interact with your business. Systems ensure that whether it’s their first visit or their hundredth, customers receive the same high-quality experience. James Clear, author of “Atomic Habits,” calls this the power of “systems over goals” – where success comes from having reliable processes rather than relying on sporadic bursts of effort. This consistency builds trust and encourages repeat business.
Time Freedom
Perhaps most importantly, systems free up the owner’s time. In “Deep Work,” Cal Newport emphasises the ability to focus deeply on important work – rather than constantly responding to operational demands. This allows owners to focus on strategic initiatives that drive business growth rather than getting caught up in daily operational details – When routine tasks are systematised, they can be delegated with confidence and this is what drives true business value.
Essential Business Systems
Operations Systems
Drawing from April Dunford’s “Obviously Awesome” positioning framework and Donald Miller’s “StoryBrand” methodology, modern digital businesses need these core systems:
- Automated workflow processes
- Detailed procedures for core service delivery
- Quality control checkpoints
- Digital Asset Management
- Inventory management processes
- Customer service protocols ( “They Ask, You Answer” by Marcus Sheridan)
Management Systems
As outlined in “Traction” by Gino Wickman:
- Employee hiring and remote team management procedures
- Performance evaluation frameworks
- Communication protocols
- Meeting structures and agendas
- Decision-making frameworks
Marketing Systems
Following Ryan Deiss’s “Digital Marketing Machine” framework:
- Automated lead generation processes
- Customer journey mapping and automation
- Content creation and distribution workflows
- Social media management protocols
- Analytics and optimisation systems
- Customer feedback collection methods
Financial Systems
Based on “Profit First” by Mike Michalowicz:
- Automated bookkeeping procedures
- Subscription management systems
- Budget monitoring protocols
- Financial reporting structures
- Cash flow management systems
Building Effective Business Systems
Creating effective business systems requires a methodical approach:
1. Document Current Processes
Start by documenting exactly how things are currently done. This creates a baseline for improvement and helps identify inefficiencies. Include every step, no matter how small it seems. Using tools like Notion or Clickup (as recommended in “Building a Second Brain”), create a central knowledge repository.
2. Analyse and Optimise
Review each process considering the following:
- Is this step necessary?
- Could this be automated using tools like Zapier or Make?
- Is there a more efficient way to achieve the same result?
- How can we ensure consistent quality?
3. Create Clear Documentation
Write clear, step-by-step procedures that anyone can follow. As suggested in “Technical Documentation and Process” by Anne Gentle, include:
- Detailed instructions
- Process maps
- Video tutorials
- Quality standards
- Troubleshooting guides
4. Test and Refine
Implement the new system and monitor its effectiveness. Gather feedback from employees and customers. Make adjustments as needed to optimise performance.
The Role of Technology
Modern technology offers powerful tools for systematising business processes:
Automation
- Customer relationship management (CRM) software
- Project management platforms
- Automated marketing systems
- Accounting software
- Scheduling applications
These tools can handle routine tasks automatically, reducing human error and freeing up time for more strategic activities.
Why Do We Resist?
We all know that systems help improve workflow efficiencies and scalability, so why do so many small business owners resist systematising their operations? Some of the most common objections include:
“It Takes Too Much Time”
While creating systems does require an initial time investment, the long-term savings far outweigh the setup costs. Think of it as an investment in your business’s future.
“Nobody Can Do It As Well As I Can”
This mindset keeps businesses small. With proper systems and training, many tasks can be performed to high standards by well-trained employees.
“Every Situation Is Different”
While businesses face unique situations, core processes can still be systematised. Systems should be flexible enough to handle exceptions while maintaining consistency in routine operations.
The Path to Freedom
Implementing comprehensive business systems transforms owners from operators to true entrepreneurs. This shift brings several benefits:
Strategic Focus
With daily operations running smoothly through established systems, owners can focus on strategic initiatives that drive growth.
Better Work-Life Balance
Systems reduce the need for constant owner involvement, allowing for more personal time without sacrificing business performance.
Increased Business Value
A business that can run without the owner’s constant presence is more valuable than one that depends entirely on the owner’s personal effort.
How to Start Taking Action
Start your systemisation journey with these steps:
- Choose one area of your business to systematise first
- Document current processes in detail
- Identify inefficiencies and opportunities for improvement
- Create clear, written procedures
- Test and refine your systems
- Train team members on the new procedures
- Monitor results and make adjustments as needed
Conclusion
As Peter Drucker famously said, “What gets measured gets managed.” By implementing robust digital business systems, you’re not just creating processes – you’re building a foundation for sustainable growth and success (while keeping your sanity). While the process requires initial effort, the rewards of having a well-systematised business are worth the investment. By shifting focus from working in the business to working on it, owners can build organisations that thrive even in their absence, creating true entrepreneurial freedom.
Remember, as both Gerber and Carpenter emphasise, the goal isn’t to remove yourself entirely from operations but to choose where and how you invest your time. With proper systems in place, you can focus on activities that truly require your expertise and vision, leading to better results for your business and a more balanced life for you.
