A process is a systematic series of actions directed to some end. As a company grows these processes sometimes entangle or conflict with other processes. Sometimes processes inhibit your operations ability to be productive. As a company gets larger and more are making the process decisions the more likely they are to fail. Sometimes management doesn't see this because they are not able to capture the full view as it pertains to their company's operational effectiveness. It's the common term, "the left hand does not know what the right hand is doing".
As more managers create processes and procedures, the more these processes become ineffective. How so? There are fundamental factors at play. The first is that many managers mean different departments. Different departments mean that the managers for those departments are focused on their processes. They are concerned about making their realm effective. The second is the impact to operations. Very rarely is an impact study provided to determine if the process put in place will be a detriment to operations. Very few take this into consideration and in some cases don't care until they can't seem to understand why it cost so much to accomplish a simple operational function. The third is making sure that the processes don't conflict with your organizational behavior. On the simplest terms you don't want to limit an employee of an ability that conflicts with his or her relationship with their client.
Another classic example is to understand and set priorities when establishing processes. For example, we will go on the fundamental premise of the top down approach to business. The first is the client, who supports the client are the operations, who is supported by human resources, information technology and finance. If the manager in finance is required to cut five percent of his budget without taking the operations into consideration, the manager may be able to achieve a five percent reduction, but at the same time cause and increased workload by several factors. This could actually defeat the savings by finance and make the bottom line worse for the company.
We approach this problem from a very wide perspective. We have the dedicated resources to analyze each process from the entire company's perspective and can provide unbiased and beneficial results. As this seems to be a common sense approach, it becomes difficult to achieve as an employee of the company. It also becomes difficult to keep track of all the different processes while continuing to focus on daily tasks. As a consultant, we can easily look from the outside in and better serve our clients.