Processes should serve the team

Are you working for the spreradsheet?

"Process."

For many, the word implies red tape. It suggests barriers, time-thieves, and blunt instruments used to micromanage.

But that is only true of bad processes.

A good process isn't a cage; it’s a foundation. It is the structure that turns a collection of isolated departments into a cohesive unit. However, there is a vital distinction to make:

Efficient vs. Effective You can have a rigorous process that is technically "efficient" but makes your team miserable. If your staff feel like they are working for the spreadsheet—feeding the system rather than doing their job—then the process has failed.

The "Shortcut" Trap Without agreed processes, people naturally find shortcuts.

• "I'll just email this order instead of logging it."

• "I'll skip the data entry to get the quote out faster."

It feels efficient to the individual. But a shortcut for Sales often becomes a nightmare for Finance. By saving five minutes personally, they unintentionally create an hour of work downstream, fueling friction and animosity between teams.

The Definition of Company At Maru, our favourite definition of "Company" is this: > Being with another or others, especially in a way that provides friendship and enjoyment.

That is what business should aspire to. But you cannot enjoy working together if you are constantly cleaning up each other's mess due to a lack of structure.

Process is Culture When processes are designed with the human element in mind, they do more than move data. They reduce friction. They stop the "he said/she said" arguments. They create the space for collaboration.

Good processes don’t just drive efficiency. They shape the culture of your company into something stronger, healthier, and more human.