When Processes Become Impediments

More process ≠ better outcomes.

Processes always start out with the best intentions to make things better: a better outcome, a better product, a better order. Additional procedures create a sense of order and control (or the illusion of control) where it was previously lacking.

Now, to be fair, there are merits to this. Every organization needs checks and balances and ways to spot check before shipping to the public. It’s a delicate balance and more often than not, leadership realizes the weight of bureaucracy too late.

It never happens all at once, of course. One approval here. One extra review there. A new form, a new checkpoint, a new rule “just to be safe”. Before long, projects feel cumbersome and no one can explain why.

When there’s too much of a process, decisions take forever. Teams spend more time documenting the work than actually doing the work. Momentum stalls while people wait for sign-offs, approvals, and reviews. Ironically, all the structure meant to reduce risk often creates a different kind: delayed delivery, missed opportunities, and burned-out teams.

“Preserving the process” starts to replace trust in your organization. Instead of empowering people to make decisions, everything requires permission. Accountability diminishes, creativity is stifled, and ownership declines.

The goal isn’t to eliminate processes altogether. It’s about finding the perfect fit. If another step doesn’t help your team move forward faster or make better decisions, is it really necessary?

Sometimes the smartest move isn’t adding another step, it’s letting one go.