At the heart of every organization, often hidden beneath daily activities, lie its processes: well-defined sequences of actions that underpin the functioning of every company. Whether it’s producing a product, offering a service, or managing a client, every visible outcome is the result of a process built with logic and careful consideration.
We can envision a process as a recipe: it starts with initial ingredients, moves through a series of ordered steps, and concludes with a finished product ready for use. A well-designed and executed process enhances efficiency, improves quality, and clarifies responsibilities within the organization. Without well-structured processes, activities become chaotic, resources are wasted, and objectives become harder to reach.
Having clear processes means working better, with less stress and more significant results.
There are different types of processes. Primary processes generate value for the end customer, including production, sales, logistics, and customer service. Alongside these, we find support processes, which don’t directly interact with the customer but enable the company’s operations, such as human resources, IT, and accounting. Finally, management processes represent the strategic level: they plan, control, and guide the entire set of activities.
The 7 Cardinal Sins of Processes: What to Avoid
Not everything always runs smoothly. Even processes, when poorly conceived or neglected, can transform from allies into genuine enemies of efficiency. Here are the seven gravest errors – the cardinal sins – that compromise the success of any business process. If you recognize even one in your organization, it’s time to act. To avoid these issues, it’s crucial to adopt a continuous improvement approach, such as the Kaizen methodology or the PDCA cycle, and embrace the automation of repetitive tasks.
- Excessive Bureaucracy: When a process is burdened with unnecessary steps, superfluous approvals, and excessive controls, it becomes slow, frustrating, and inefficient. Bureaucracy stifles agility and demotivates teams. A good process is lean, not an administrative labyrinth.
- Undocumented Processes: If the process “resides entirely in someone’s head,” it’s a disaster waiting to happen. Lack of documentation makes training impossible, slows down onboarding, generates confusion, and prevents any improvement. Without a written record, everything becomes open to interpretation.
- Zero Measurement: A process that isn’t measured is an uncontrolled process. Without Key Performance Indicators (KPIs), you don’t know if you’re performing well, poorly, or going nowhere. “It seems to work” is not a reliable metric. The numbers must speak for themselves.
- Reliance on a Single Person: When only one individual knows every detail of a process, the entire company is vulnerable. If that person leaves or is absent, the process grinds to a halt. Excessive personalization is an enormous operational risk. Processes must be replicable and shared.
- No Updates: The world changes, technology evolves, and customer needs transform. Yet, many processes remain static, perhaps designed years ago and never reviewed. This makes them obsolete and disconnected from current needs. An effective process is a living process.
- Obsolete Technology: Using antiquated or unintegrated tools makes processes slow, error-prone, and difficult to scale. When unsynchronized Excel sheets, disorganized emails, or outdated software are used, precious time is lost, and inefficiencies accumulate.
- Processes “On Paper Only”: One of the most common mistakes: the process is well-documented, perhaps perfectly mapped in a diagram… but nobody actually follows it. This is the classic “this is how it should be done, but we do it differently.” A useless process is worse than no process at all.
How Processes are Developed
The development of a process follows a precise logic. It starts with a needs analysis to understand what is truly required. Then comes mapping, where activities are laid out in a logical order. At that point, roles are assigned, and tools are chosen: software, documents, and control methods. Once implemented, the process must be monitored and, if necessary, improved. It’s an ongoing cycle: continuous improvement is an integral part of process management.
Tools like flowcharts or BPMN notations help visualize and share the structure of processes. Simple yet effective operational checklists support practical execution. These tools not only facilitate work but also make the invisible visible, clarifying what typically remains behind the scenes.
Mapping a process begins by identifying its inputs and outputs: where it starts and where it needs to end. This is followed by listing all activities to be performed, assigning responsibilities, and finally representing everything visually to facilitate adoption. Every process, large or small, needs a responsible party – often called a process owner – who ensures its effectiveness. Around them, teams, managers, and in many cases, auditors, work to ensure compliance with the rules.
As mentioned earlier, not everything always works well, and recurring errors compromise processes. To avoid these problems, it’s essential to adopt a continuous improvement approach, such as the Kaizen method or the PDCA cycle, and embrace the automation of repetitive tasks.
Technology is now a valuable ally for process management. Dedicated Business Process Management (BPM) software, artificial intelligence, and automation tools like Robotic Process Automation (RPA) can reduce time and costs while improving quality. The digitalization of processes is no longer an option; it’s a necessity to remain competitive.
Every process must be consistent with the company’s strategy. It’s not enough for it to function well; it must also contribute to higher objectives, support KPIs, and adapt to change. In this sense, processes become strategic levers, tools for realizing visions and goals.
It’s interesting to note how processes change based on the business context. In a startup, agility prevails, and processes are light, informal, and often undocumented. In a large company, conversely, standardization, control, and formality are needed. But in both cases, processes are essential for growth, scalability, and system stability.
Finally, we cannot discuss processes without discussing a culture of continuous improvement. Every process can – and must – be improved. Every small step towards efficiency is a step towards sustainability, quality, and success.
Having well-crafted processes is like having solid foundations: you can build anything on them, including the future of your company. Correcting errors, redefining processes for digitalization, and building new ones, even in well-established companies, are not impossible undertakings. In fact, often starting with just one process can trigger a virtuous domino effect.
It’s Time to Rethink Processes
In an increasingly fast-paced, interconnected, and competitive environment, rethinking business processes is no longer an option: it’s a necessity. Old models are no longer sufficient. Agility, efficiency, and above all, continuous adaptability are required. And today, fortunately, we have extraordinary tools on our side: digitalization, automation, and artificial intelligence are opening up previously unthinkable possibilities, making what once seemed complicated or costly now achievable.
However, it’s not just a technological issue. Redesigning processes requires method, vision, and experience. That’s why having a partner who can combine strategic consulting expertise with advanced software development can make all the difference. Entities which merge analysis, design, and concrete technological solutions, represent a valuable ally for successfully navigating this journey.
If there’s a right time to begin transforming business processes, that time is now. And with the right tools and the right people, this transformation can become the most powerful lever for truly growing your company.
The first step? Understand. The second? Act.
