The Startup Help Desk podcast

How Much Process is Enough?

0:00
20:00
Spola tillbaka 15 sekunder
Spola framåt 15 sekunder

In this episode we talk about process. Big companies have a lot of process, but startups have very little. How much process is enough for your startup? When do you have too little, or too much? We are here to help! In this episode we answer questions including:

  • When is the right time to introduce process?
  • What if an employee refuses to follow our processes?
  • How do I know if we are using too much process?

All of these questions were submitted by listeners just like you. You can submit questions for us to answer on our website TheStartupHelpdesk.com or on X/Twitter @thestartuphd - we'd love to hear from you!

Your hosts:

  • Sean Byrnes: General Partner, Near Horizon www.nearhorizon.vc
  • Ash Rust: Managing Partner, Sterling Road www.sterlingroad.com
  • Nic Meliones: CEO, Navi www.heynavi.com

Reminder: this is not legal advice or investment advice.

Q1: When is the right time to introduce process?

Too little process leads to chaos. Too much process slows you down. So how do you strike the right balance? The key is to avoid predictable failures – like running out of money, missing legal obligations, or failing to talk to enough customers. You should introduce process selectively to prevent these known risks.

Some processes will naturally emerge as your startup grows. Instead of forcing structure too early, focus on where process adds real value, such as:

- Goal setting (weekly, monthly, quarterly).

- Standardized specs for software to maintain quality.

- Clear rules for custom sales requests to avoid overpromising.

The bottom line: don't create process for process's sake. Evolve it intentionally as your startup grows.

Q2: What if a sales employee refuses to follow our processes?

High performing salespeople often bend the rules. Should you let them? It depends.

What really matters: are they selling the right value proposition? If they are delivering strong sales results without misleading customers or breaking pricing rules, flexibility can be beneficial.

What's not OK: selling things that don't exist. Overpromising features. Ignoring pricing guidelines.

How to handle it: give feedback and set clear boundaries. If you allow flexibility, let them know that you are basing it on performance. If the performance drops, that flexibility disappears.

Bonus tip: you might actually learn from this sales employee! Great salespeople often find better ways to sell – listen and refine your processes accordingly.

Q3: How do I know if we are using too much process?

Warning signs:

- Your velocity feels slow and your team struggles to keep up with opportunities.

- Customers are moving faster than your product development.

- You're spending more time on approvals and red tape than executing.

The right amount of process should be invisible – it makes work easier, not harder. If process is slowing you down, cut back.

A common trap: founders who hire product managers from large companies often end up with too much process. If your team feels like they are drowning in structure, it's time to simplify.

Fler avsnitt från "The Startup Help Desk"