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I really would like to challenge this. There’s many times no need, but busywork have to feed busywork.

If you're at a large company, the only thing worse than dealing with processes is dealing with the chaos you have in the absence of processes with everyone running around doing their own thing. (Obviously there can be bad process as well.)

Those aren’t really related everyone can be running around doing their own thing (but slower) with a process - that’s usually a sign of leadership vacuum not absence of the process.

This is why self-leadship is vital to “agility” - individual interaction before process and tools.

Someone wrote, perhaps Tom DiMarco: “a process is per definition not agile”.

I’m not saying ”no processes are needed” - I’m saying at big companies many redundant processes are never questioned.

Too many processes are never automated, and people are assigned to manually enforce and follow up on processes, that should be completely automatic.

This is where process busywork creates yet further busywork. Prime example? ITIL (as this is an IT focused site many probably have heard of it).

If you don’t automate the heck out of ITIL you reduces quality, slow any pace down and the mess remains.

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