As companies grow, it becomes harder to manage people and things, and therefore processes get created. To bring chaos to order. Each process brings an overhead

As companies grow, it becomes harder to manage people and things, and therefore processes get created. To bring chaos to order. Each process brings an overhead - someone needs to create the process, then some number of people need to manage the process, another number of people to document and explain the process to others and finally a group of really unfortunate people who will be forced to live with it. All that happens is that the more people there are that need to use a process, the more people are needed to manage it. If the use-cases outgrow the process then someone else needs to come along and make a new process, and then even more people will need to come along and advertise the merits of this wonderful new process and to explain to everyone else how it works and why they should be using it. Suddenly you have more processes and more people to drive them. You hire some more people because you realise that all these processes are all well and good but actually they aren't making you any money. All that happens is that these people are also inundated with processes and therefore are less efficient, because suddenly you're having to actually justify your work internally or to go through some kind of process and time wasted doing that is not making the company any money. What happens eventually is that most of the people working at a big company aren't actually working towards the goal of the company whatsoever. They're just there to hand-crank a process. None of these people are actually revenue-generating, and the people who are actually there to be revenue-generating are slowed down or otherwise hindered by process. The problem is self-perpetuating. Oh, no, we aren't making any money. How can we improve our processes to make more money? The cycle continues.