It is interesting how many people desire to have world class results but who are also vehemently opposed to following a process to get them.  In fact, many people are so against a process that they are derogatory to it, or any reference to a playbook, guideline, protocol, prescription, or specification.  Some of these people suffer from the "not invented here syndrome" which follows that a best practice developed somewhere else, by someone else ,cannot possibly be good enough for our situation or work here.  Others believe themselves so unique that something that has worked well someplace else cannot work here because we are so different and unique from the situation in which it is already proven.  In reality, the reasons why proven processes often fail in a new situation are:

1. lack of self and process discipline to follow the best practice in a rigorous manner
2.  a lack of understanding of the organizational and cultural difference between the two applications (i.e. current and new) 
3. operational and organizational arrogance

The commitment to a solid process that has proven to deliver results has been proven to deliver results.  The benefits are clear.  As a leader if you are not getting the results you desire from the use of a proven process, it is not likely a process issue, but an organizational one; look there for the solution to your challenges.

If you can’t describe what you are doing as a process, you don't know what you’re doing.  W. Edwards Deming

Focus on the process not the results.  Anonymous

Remember, it’s a process.  It’s going to take time, but you will make it as long as you don't give up.  Anonymous