Jun 4, 2025
Jourden Skillman
Founder
When most people think about McDonald’s, they don’t think “business systems role model.” But behind the golden arches is one of the most consistent, repeatable, and scalable operations in the world. No matter where you are—whether it’s Chicago or Copenhagen—you’ll get the same fries, the same service, and the same experience.
You don’t have to love fast food to appreciate what McDonald’s has built: a business that runs on systems, not just people. For small businesses, creative agencies, and cross-functional teams, that idea is powerful. You don’t need a franchise to benefit from clarity, consistency, and repeatability. You just need to build processes that make your business easier to run—and easier to grow.
What It Means to “McDonaldize” Your Business
At its core, “McDonaldizing” your business means creating repeatable systems that deliver consistent outcomes—regardless of who’s executing them. It doesn’t mean everything is rigid or robotic. It just means the basics are covered so your team doesn’t have to reinvent the wheel every time.
Sociologist George Ritzer coined the term “McDonaldization” to describe how organizations can become more efficient and predictable through standardization [1]. While that can sound overly mechanical, the core ideas—efficiency, predictability, control, and scalability—can be incredibly helpful when applied with intention.
For small businesses, it could be as simple as documenting how you onboard clients, set up projects, or hand off work internally. These aren’t rules—they’re reliable paths. They free up mental space and allow your team to focus on the work that really matters.
Repeatability = Reliability
One of McDonald’s greatest strengths is that the product is consistent—any employee in any location can follow the same steps to deliver the same result. That’s not because every worker is an expert. It’s because the system is the expert.
For small teams, that same mindset applies. When you build systems around how work gets done, you create reliability—not just in deliverables, but in experience. A client doesn’t have to hope they get the “right” project manager or the “right” team—they can trust that your process will support them regardless.
A report from Process Street found that businesses with well-documented processes are more likely to retain clients, deliver faster, and avoid scope creep [2]. Process doesn’t kill creativity—it protects it by taking care of the repetitive stuff so your team can focus on what they’re best at.
Systems Aren’t Just for Scaling—They Make Today Easier
There’s a common belief that systems are only needed once a business reaches a certain size. But the truth is, systems aren’t just about preparing for growth—they’re about making today smoother.
Think about how often your team asks questions like:
“Where do we save that file?”
“Who’s supposed to review this?”
“What do we send clients after the kickoff call?”
These are signs that something isn’t clear—not because your team isn’t smart, but because the system is incomplete. And when that happens every day, the mental and emotional tax is real.
A 2022 study by Notion found that teams lose up to 10 hours a week searching for information or duplicating work—especially when systems aren’t well defined [3]. Even a simple checklist or shared workspace can save hours and reduce stress.
Your Team Shouldn’t Have to Guess
One of the most overlooked benefits of systematizing your business is the sense of security it gives your team. When expectations are clear and consistent, people feel more confident. They don’t waste energy wondering if they’re “doing it right”—they just do the work.
That’s exactly what franchises like McDonald’s do so well. Every team member knows their role. The tools are ready. The steps are defined. That kind of clarity lowers training time, reduces errors, and builds a stronger culture. You don’t need to micromanage people—you just need to give them a system that helps them succeed.
In creative and collaborative environments, this is especially important. When roles are fluid and the work is custom, systems can feel like a constraint. But they’re actually scaffolding. They give your team the confidence to move faster, take initiative, and make decisions without getting stuck.
Building Your Own “Franchise Prototype” (Even If You Never Franchise)
Entrepreneur and author Michael Gerber popularized the idea of building your business as if it were going to be franchised—even if you never plan to. In The E-Myth Revisited, he explains that scalable, sellable businesses run on documented systems, not heroics [4].
This doesn’t mean stripping out personality or creativity. It means being intentional about how things work so that your business isn’t fully dependent on any one person (including you). The goal is freedom—for you, your team, and your clients.
Start small. Pick one thing your team does repeatedly—like onboarding, proposals, handoffs, or invoicing—and build a simple system around it. Write it down. Test it. Improve it. The goal isn’t perfection—it’s consistency.
Conclusion
You don’t need to run a global franchise to benefit from systems thinking. What McDonald’s has mastered is something every small business can learn from: make your work more repeatable, and your team becomes more reliable. Make your systems clearer, and everything runs smoother.
Whether you’re a founder, a team lead, or part of a creative agency juggling multiple projects, simple systems can make your day-to-day work feel less chaotic and more intentional. That’s not just good operations—it’s a more sustainable way to grow.
Sources
Oxford Reference – McDonaldization (George Ritzer)
https://www.oxfordreference.com/view/10.1093/oi/authority.20110803100104259
Process Street – State of Business Process Management Report (2022)
https://www.process.st/state-of-business-process-management-2022/
Notion – State of Workplace Knowledge Report (2022)
https://www.notion.so/blog/state-of-notion-workplace-2022
Michael Gerber – The E-Myth Revisited
https://www.goodreads.com/book/show/81948.The_E_Myth_Revisited
