Stefano Maifreni, COO and Founder of Eggcelerate
Every growing business faces the temptation to wrap its operations in layer upon layer of approval gates, sign-off rituals, and checklists. At first sight, this looks like sound housekeeping, a sign of professionalism and control. But left unchecked, it becomes a silent killer of responsiveness, innovation, and morale. In my experience, hiding behind ever-thicker processes can inflict damage that outlasts any immediate crisis.
Centralised chokepoints and the tyranny of one
When a key team member left a few months ago, I took the opportunity to assess his legacy of work practices and processes. I uncovered a textbook case of something many SMEs fall prey to without realising: the illusion of control through excessive process. The person who left had many strengths. He was methodical, conscientious, and dedicated. But his aversion to risk had gradually taken a toll on the organisation. What struck me most was how every decision, from quotations to supplier management and logistics, returned to him. His caution had led to a fortress of approvals and parallel reviews. On the surface, it suggested rigour. It meant the rest of the organisation had no autonomy, sense of ownership, or appetite to stray from the beaten track. The result was bottlenecks at every turn, delayed deliveries, and frustrated customers.
Burnout as a hidden cost
He stayed late into the evenings, working long hours to ensure everything was checked, re-checked, and signed off. He became a bottleneck, and over time, so did the systems he created, and that came at a price. Exhaustion dulled his judgment, made him reluctant to experiment, and bred a culture where only he had the authority or the energy to make things happen. When he finally left, his team clutched their process manuals like lifebelts, terrified to swim alone.
When checks become hurdles
It is tempting to believe that more quality controls guarantee fewer mistakes. Each extra sign-off multiplies the time taken to conclude. A simple design change could require four reviews, two data entry spreadsheets, and a joint meeting between engineering and finance. By the time a decision emerges, the market has moved on. You risk chasing your tail, convinced that the flaw is in our process rather than in your blind faith in the process.
Eroding decision-making skills
If every action must be rubber-stamped by a committee, teams never learn how to think on their feet or take calculated risks. They learn to defer, defer, and defer again. Any situation requiring judgment or adaptation escalates, even when it doesn’t need to. And when uncertainty strikes, as it always does in fast-moving markets, the organisation freezes. Talent loses confidence, fresh recruits feel disempowered, and the business loses its competitive edge.
A better way forward
Rather than heaping layer upon layer of control, SMEs thrive on pragmatism. Here are some principles that can help reshape operations:
- Return decisions to those closest to the work: Give engineers or customer-facing staff clear boundaries and let them decide within those limits. Let the relevant manager approve if a quotation falls under a specific value or risk band. Elevate only genuinely strategic or high-value choices to the executive team.
- Streamline checks to what matters: Ruthlessly audit your approval gates. Retain only those checkpoints that catch material errors or legal exposures. Every other review either goes or is folded into everyday work routines.
- Build in timely feedback loops: Instead of formal sign-off rituals, use quick peer reviews or daily stand-ups. It will help you spot issues early before they ossify into costly mistakes.
- Encourage a culture of measured risk-taking: Celebrate well-calculated experiments, even if they fail. Make it safe to flag concerns and propose new ideas. Balance this with clear criteria for what constitutes an acceptable risk.
- Monitor burnout and capacity: Reward efficiency and balance rather than late-night heroics. Set realistic deadlines and respect working hours. A rested mind makes better decisions faster.
- Invest in training and decision frameworks: Equip teams with simple tools to assess risk and quality. A two-minute checklist beats a two-hour meeting every time, provided it focuses on the truly critical factors.
Conclusion
Processes are not evil. Controls are not inherently inefficient. But when approvals outnumber actions, when people feel bound rather than guided, you have crossed the line from structure into bondage. SMEs cannot waste resources on processes for the sake of the process. In leaner, faster organisations, everyone feels ownership, stovepipes disappear, and innovation flows freely. If you find your business tilting towards rigidity, step back, strip out the needless, restore decision rights, and watch the energy return. Your customers will thank you, and your people will thrive.
Power Bio
Stefano Maifreni is an accomplished COO known for driving growth in Technology Manufacturing, Drones, IoT, AI, GreenTech, and Fin/InsureTech.
He excels in strategic execution and transformative leadership, fostering sustainable efficiency across multiple business domains. A strong advocate for organisational efficiency and diversity, he’s adept in people and change management, with a particular focus on AI and automation for operational excellence.
He founded Eggcelerate to revitalise B2B businesses, ranging from Technology Manufacturing to AI and GreenTech, showcasing his ability to drive focused and sustainable growth.
An Executive MBA alumnus of the London Business School, Stefano also contributes to esteemed publications like Forbes, The Guardian, The Telegraph, and The Times’ Raconteur, sharing insights on strategy, operations, and people management that reflect his profound industry knowledge.
