What I have observed is that process is created in response to break-down or mistakes that people made. The typical management response after a crisis is that "we will put process in place to prevent this from ever happens again." While processes reduce the effect of human errors and make human replaceable, it also stifles creativity and risk-taking behavior. Unchecked, the processed accumulated overtime will sap the energy of the organization and kill it.

What is needed to energize an organization is the willingness to make mistake and accept failure as part of life. There should be a "mistake-fund." Allocate 10% or 20% of downside in revenue for mistake/failure people make. It's ok to make mistake in trying and growing. This lessens the need to overreact in every crisis to create new rules and processes, and encourage risk taking.

The "mistake-fund" shouldn't be just lip-service and part of the company culture. "Have you tried something this week to use up the mistake-fund?" should be a regular theme.

The thing I love to see is how badly 'process' is implemented. In theory you should be able to get everyone who's approval you need in one room at one time, take 10 minutes to explain your requirements and answer questions, then have them all rubber stamp whatever it is you need and get going with doing your work. In practice people do exactly the opposite, trying to add distance to slow down the process. I'm wondering if what we all need is a more human communication method to speed up resolution of problems and process.

Almost all process is poorly implemented. Just bypass it. If you're a good coder you should be able to contort your programs around the process.