A Process Can Work and Still Be Inefficient
Building Better Business Processes — Part 4
When we think about a bad business process, we usually think about something that isn’t working.
Invoices aren’t getting sent. Paperwork is getting lost. Tasks are being missed. No one knows who is responsible for what.
But sometimes the process is working.
The work gets done. The boxes get checked. Nothing is necessarily falling through the cracks.
It just takes way more time and effort than it should.
That can be harder to recognize because there isn’t always one obvious problem to fix. Instead, the process slowly creates extra work, repeated follow-ups, and unnecessary frustration.
When “That’s How We Do It” Becomes the Process
Processes tend to grow over time.
Someone adds an approval because there was an issue once. A spreadsheet gets created to track something. Another person adds a step because they need certain information.
Eventually, you have a process with eight steps when four would probably do the job.
And because the work is still getting done, no one stops to question it.
This is where I think it’s helpful to separate two questions:
Does the process work?
Does the process work well?
Those are not always the same thing.
A process can technically produce the right result while still using too much time, involving too many people, or requiring someone to constantly push it forward.
What an Inefficient Process Can Look Like
Inefficiency does not always look like complete disorganization. Sometimes it looks like a system that everyone has simply learned to work around.
You may have an inefficient process if:
The same information is entered in multiple places.
Employees regularly ask for status updates.
One person has to remind everyone about the next step.
A task passes through more people than necessary.
Approvals are required without a clear reason.
Work sits untouched between steps.
Employees maintain side spreadsheets because the main system is incomplete.
No one knows which document or file is the most current version.
A simple task regularly turns into a long email chain.
Each step may make sense on its own. The problem becomes clearer when you look at the entire workflow.
For example, an invoice might be received by email, saved to a folder, entered into a spreadsheet, forwarded for approval, entered into the accounting system, and then added to another tracker for payment.
The invoice is still processed.
But how many of those steps are actually necessary?
The Hidden Cost of “Working”
When a process is not completely broken, its cost can be easy to overlook.
Five extra minutes may not seem important. But if the task happens 20 times each week, that is more than an hour and a half spent on unnecessary steps.
Multiply that across several processes and several employees, and the business may be losing a meaningful amount of time every month.
There is also the mental cost.
A process that requires constant follow-up takes attention away from other work. Employees have to remember what is waiting, who needs to respond, and where the information is stored.
That creates more opportunities for mistakes, especially when the business gets busy.
The issue is not that employees are failing. They may actually be putting in extra effort to keep an inefficient system moving.
Start by Mapping What Actually Happens
Before changing a process, write down what currently happens from beginning to end.
Not what the policy says should happen. Not what you think happens.
Write down what people actually do.
For each step, identify:
Who completes it?
What information do they need?
Where does that information come from?
Where is the work recorded?
Who receives it next?
What causes delays or follow-up?
This often reveals steps that were added years ago, temporary workarounds that became permanent, and tasks that no longer serve a clear purpose.
It may also show that different employees are following completely different versions of the same process.
Question Each Step
Once the process is mapped, review each step individually.
Ask:
What is the purpose of this step?
Does it reduce risk or improve accuracy?
Is the same work already being done somewhere else?
Does this require a person, or could it be automated?
Could two steps be combined?
Does every approval add value?
Is the information being stored in the right place?
What would happen if this step were removed?
The goal is not to remove controls just to make the process faster.
Approvals, documentation, and reviews can be important. They help protect the business and maintain accountability.
The goal is to understand why each step exists and whether it is still the best way to accomplish that purpose.
Build a Simpler Version
Once unnecessary steps are identified, create a simpler version of the workflow.
That could mean:
Using one tracker instead of several.
Assigning one clear owner to each stage.
Creating standard forms or templates.
Setting automatic reminders.
Storing documents in one consistent location.
Removing duplicate data entry.
Establishing approval limits.
Documenting when and how work should move forward.
The best process is not always the one with the fewest steps. It is the one that makes responsibilities clear, protects the business, and allows work to move forward without constant intervention.
Test the Process Before Finalizing It
A process can look great on paper and still be difficult in practice.
Before rolling out a major change, test the updated process with the people who actually use it.
Ask them:
Is anything unclear?
Is important information missing?
Does the order of the steps make sense?
Where could the process still slow down?
Is the process easier to follow than the previous version?
Testing gives you an opportunity to find problems before the new process becomes the official one.
It also helps employees understand why the change is being made. People are more likely to follow a process when it makes their work easier and they understand the purpose behind it.
Improvement Does Not Require a Complete Overhaul
You do not have to redesign every business process at once.
Start with one task that happens frequently or creates regular frustration.
Map it. Question it. Simplify it. Test it.
Even one small improvement can save time, reduce follow-up, and make responsibilities clearer.
A process does not have to fail before it deserves attention.
If it takes more effort than it should, depends too heavily on one person, or requires employees to create workarounds, it may already be costing the business more than you realize.
Build Processes That Support Your Business
Good processes should help your business operate consistently without adding unnecessary work.
Next LVL Business Services helps small businesses organize their back-office work, improve everyday processes, and create practical systems that support continued growth.
Whether you need help reviewing an existing workflow, organizing your administrative processes, or creating clearer forms and procedures, we can help you find a solution that fits the way your business actually operates.
Ready to simplify the way work gets done? Contact Next LVL Business Services to request a quote or schedule a discovery call.
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