Publishing Meta

The Tyranny of Process: Why “The Way Things Are Done” Holds Publishing Back

In the publishing world, the mantra of “fall in love with why things are done, not how they’re done” resonates deeply—and for good reason. The industry has spent decades meticulously refining processes and workflows, often to the point of fetishisation. But as digital transformation continues to reshape the sector, clinging to established methods has become less a sign of diligence and more a dangerous form of inertia.

It’s not hard to see why this happens. Publishing has long been a bastion of tradition, where the “right way” often meant the tried-and-true way. Contracts were inked on paper. Book launches followed predictable timelines. Marketing campaigns were designed around brick-and-mortar retail cycles. Even as digital tools infiltrated the ecosystem, they were often shoehorned into these legacy workflows rather than used to fundamentally rethink them.

And herein lies the problem: defending the process for its own sake is the fastest way to make a business irrelevant. In an era defined by rapid technological shifts, “how things are done” matters far less than “why they’re done”—yet many organisations still fail to grasp this distinction.

The Process Trap

What’s most insidious about clinging to outdated methods is that it’s rarely framed as resistance. “That’s how we’ve always done it” is often couched in terms of quality control, risk management, or preserving best practices. But the reality is this mindset stifles innovation, punishes adaptability, and perpetuates inefficiency.

Consider the rise of self-publishing platforms and subscription-based models like Kindle Unlimited, which have rewritten the rules of distribution and monetisation. Traditional publishers have spent years trying to retrofit these models into their existing workflows, often with mixed results. Why? Because instead of asking, “Why do readers choose these platforms?” they’ve focused on how to replicate the mechanics of success without challenging their own assumptions.

The same phenomenon plays out in education publishing, where legacy systems built around print distribution are struggling to adapt to the demands of digital-first classrooms. Here, the tyranny of process is particularly damaging. Schools and educators increasingly need flexible, personalised tools that can integrate seamlessly with their broader ed-tech ecosystems. Yet many publishers continue to churn out static, PDF-like “digital textbooks” that are little more than glorified replicas of their print counterparts.

When process becomes dogma, purpose gets lost in the shuffle.

Adaptability Is the Only Constant

The advice to “fall in love with why things are done” is ultimately a call for adaptability—and adaptability is the publishing industry’s Achilles heel. This is an industry that historically thrived on gatekeeping: gatekeeping authors, gatekeeping access, gatekeeping formats. But as barriers to entry collapse thanks to technology, the only way forward is to shift from gatekeeping to enabling.

This is easier said than done. Enabling requires humility—the willingness to admit that the methods we’ve spent decades perfecting might no longer work. It requires asking uncomfortable questions: Who benefits from this process? Who is excluded? Does this workflow serve the reader, or does it merely serve the publisher?

More importantly, enabling requires a radical focus on purpose. If the purpose of publishing is to connect creators with audiences, then the industry needs to build workflows that prioritise connection over control. That might mean rethinking how intellectual property is licensed, how content is packaged, or how platforms are monetised.

The Cost of Doing Nothing

The risk of ignoring this shift is existential. For proof, look no further than industries that have already been disrupted. Music publishing clung to physical distribution models until streaming platforms like Spotify made them irrelevant. Film studios resisted digital-first distribution until Netflix forced their hand. In both cases, the companies that adapted early not only survived but thrived, while those that clung to process found themselves sidelined.

Publishing is now facing its own Spotify moment. The shift to digital-first consumption, the rise of AI-generated content, and the growing demand for personalised experiences are all converging to force the industry’s hand. But instead of embracing these changes, many publishers remain bogged down by workflows that are built for a world that no longer exists.

Looking Forward

The senior editor’s advice—fall in love with the “why”—is more than a platitude. It’s a survival strategy. Organisations that embrace this mindset will be the ones to lead the industry into its next chapter. They’ll recognise that workflows are tools, not sacred artefacts. They’ll invest in technologies that amplify purpose rather than entrench process. And they’ll build cultures that reward questioning rather than compliance.

For decision-makers in publishing, the question isn’t whether change is coming—it’s whether their organisations will be ready when it arrives. Falling in love with the “why” is one way to ensure they are. But ignoring it? That could be fatal.