How process-heavy internal systems stall innovation and choke Strategic Intent 

Bureaucracy, in its earliest form, was meant to be an enabler. A set of rails to prevent derailments. A record keeper so as to look back. But somewhere between formality and fossilisation, it became the very thing it was designed to manage: an Anchor to progress. Introducing decisive drag on momentum.

After 35 years across aerospace, defence systems, and high-tech engineering environments, I’ve observed that bureaucracy doesn’t just slow things down. It tells people where the power really lives - and often, it’s nowhere near the front lines of innovation.

But let’s be fair. Not all bureaucracy is bad. Checklists, repeatable workflows, configuration control - they save lives in medicine, aviation and multi-disciplinary complex systems. But that’s discipline, not dysfunction.

Bureaucracy becomes toxic when it no longer serves the mission - but exists to serve itself. I once reviewed a product development chain in a defence-related consortium that involved 27 formal approvals before any specification could be validated in the field. Why? Because each level was added to “tighten quality.”

In system dynamics, any process that adds delay or limits feedback introduces latency and distortion. When bureaucracy accumulates unchecked, it begins to filter out truth. It conceals signals from leadership.

Trimming bureaucracy isn’t about recklessness - it’s about designing systems that breathe. Here are the detox principles I’ve embedded into multiple organisations:

•  Clarify the purpose of every process: Who is it for? What does it prevent?
•  Shorten decision loops. The more people involved, the less clear the answer.
•  Push authority outward. If someone needs 7 approvals to act, the system is too centralised.
•  Audit for impact, not just compliance. Ask: What work does this policy enable?

As a systems generalist, I often spot that bureaucracy arises to mask fragmentation. If teams don’t trust each other, they create protocols. If roles are unclear, they create forms. If the organisation is misaligned, it creates meetings and even more meetings..

But the solution isn’t more procedure - it’s better structure, flow, discourse and leadership clarity.

Prompt 1: Discuss – the 4 Detox Principles bullet points above in light of your org culture

Prompt 2: Which bureaucratic layers would you abolish in your company? Why? (Give a valid reason) What positive strategic impact do you expect by getting rid of this layer. Discuss with colleagues.