Innovating requires boldness, but, in companies, the desire for renewal often runs up against something robust and rigid: the processes. Created for efficiency, security and predictability, These processes establish a structure that, with time, becomes a barrier to innovation. The irony is that, as they help the organization achieve efficiency and scale, also limit the ability to adapt, flexibility and renewal. To innovate, therefore, It is essential that companies learn to identify which rules must be broken and when these breaks are necessary.
The tension around process breakdown is real and understandable. Well-defined processes are the foundations of daily operations, ensuring that tasks are carried out accurately and that results are predictable. However, when a process becomes excessively rigid, it can stifle creativity and inhibit the emergence of new ideas. Even more serious, processes that are outdated or maintained simply because “it's always been like this” create bottlenecks, reduce competitiveness and make the company slow in the face of rapid market changes.
Know how to break processes: The Challenge of the Right Rules and the Right Timing
To innovate effectively, companies need to develop mechanisms that allow a careful assessment of the processes in place. It is necessary to differentiate the rules that really protect the operation from those that have become obsolete or merely bureaucratic. This requires leaders to have an analytical and critical vision, in addition to a culture open to challenging norms when necessary.
“Constantly ask yourself questions about how things can be done better.” Elon Musk
Companies that know how to break rules intelligently follow some key guidelines. They begin by evaluating the purpose and results of each process, questioning whether it really delivers value or whether its function could already be replaced by something more agile. Another important point is to analyze the potential impact of breaking a specific rule: what risks may arise and how they could be mitigated? With a well-founded risk analysis, the process can be adjusted or eliminated without causing harm to the operation.
Innovation Guided by Experimentation Structures
Companies that excel at innovation don’t just break rules; they construct environments where controlled experimentation becomes an institutional practice. Instead of abrupt and radical changes, they adopt processes of experimentation where new approaches are tested on a small scale before being applied across the organization. A clear example is Amazon, which uses the concept of “two-way doors” (two way doors) to experiment with innovations. Processes that can be reversed, that is, which can return to their original state if the test is unsuccessful, are released for rapid experimentation. This creates a space where employees can question old practices and propose changes without the fear of error..
Another common practice among innovative companies is the creation of “breaking teams” or “radical innovation teams,” trained to review entrenched practices and identify which ones can be reinvented. This team works independently from the daily flow and is challenged to propose disruptive solutions for old processes. Like this, the breakdown of processes does not happen in a chaotic manner, but in a controlled and conscious way.
Real Cases: When Breaking Processes Becomes a Competitive Advantage
An emblematic example comes from Netflix, which revolutionized the market by questioning the need for traditional deadlines and processes for launching content. By opting for the streaming model and developing algorithms that recommend content based on user behavior, the company broke with the conventional entertainment structure. The processes for launching content and interacting with the public have been radically transformed, ushering in a new standard for the industry.
Another interesting case is that of Toyota with the creation of the famous system kaizen, a continuous improvement methodology that constantly challenges production processes and routines. Although it does not mean “breaking” rules in the most radical sense, O kaizen requires constant questioning about the value added at each stage of the process. This practice has allowed Toyota to remain innovative over the years, always seeking efficiency, while adapting to new market demands.
Balance and Awareness in Breaking Rules
Therefore, breaking processes to innovate does not mean acting impulsively or eliminating routines without criteria. Requires a critical and structured look, in addition to a business culture that values both operational security and freedom of creation. By promoting an environment where people feel encouraged to question and propose changes, companies place themselves in a cycle of continuous renewal, essential to remain competitive.