[rleigh]

Used appropriately, a formal process provides structure to the workflows within an organisation. Everyone knows the process, and it provides a framework and expectations for everyone to work within. In organisations without any process, it can lead to difficulty in getting stuff done because there's no responsibility or accountability for who is doing what, and when. Who is reviewing my PR, which CI systems tested and deployed the prospective change, why was the work done, when does it get merged, and by whom? Etc. Basic daily routine.

You also have the situation that people invent rules and requirements in the absence of a documented process, which can change arbitrarily and are impossible to work with because it depends upon the changing whims of whoever feels they are in charge. Clairvoyancy and divination should not be a job requirement!

Process becomes problematic when the process grows and ossifies and becomes the end itself, rather than the means to an end. You end up with it being impossible to get work done because the process is so burdensome. When your bosses care more about the process being followed to the letter rather than the actual completion of the work which the process should be enabling, that's IMO the point where it needs a rethink. Unfortunately, organisations have a tendency to accrete the stuff; I've in the past argued for less to the amazement and incredulity of my bosses. It's also a factor that process is used as a blunt instrument to wield power over others, and I think that's certainly a driver as well. But often organisations favour accountability and rules over creativity and efficiency, even if you spend 95% of your time with process, and 5% actually doing productive stuff...