"Despite the popular malignment of process, it has an intended function: to help organize, coordinate, and facilitate the actions of many individuals within a large organization. The problem is not the process, but the implementation of the process—what it is actually intended to accomplish.
To provide a view into a different possible implementation of process, consider the story of insurance software provider, Guidewire. When John Seybold and his partners founded Guidewire in 2001, he knew little more about the insurance industry than an informed consumer. But as chief technology officer of the upstart company, he also knew he and the team had to learn quickly if they were going to convince mainstream insurers to scrap their aging mainframes and adopt Guidewire's Java-based solutions.

Process Objective: Flexibility
The team members looked at the problem and made a decision. Above all, they would be flexible— flexible product, flexible business model, and flexible organization. They expected to gain insights every day from customers, partners, and competitors, and they wanted to be able to immediately benefit from everything they learned."