Wrong but useful. Working @Twitter, tweeting about data science and people management.
"Wait, it's all her views?" 
"Always has been"
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If you work for a sufficiently large company, at some point you'll probably start feeling constrained by "too much process." It can be a demotivating feeling, but it's most harmful when there's accountability for process but not accountability for the results of said process
This is Goodhart's law in full effect, ofc. Unless you're in bureaucratic hell, processes exist for a reason. They're codified because they're believed to be leading indicators of quality outcomes, so folks are encouraged to follow them to help them do as good of work as possible
But accountability for results doesn't mean you have to always do good work as much as it means you have to make an honest effort to understand the root cause of your successes and failures.
Success is about more than going through the motions. Sometimes you have good timing. Sometimes you have more resources or collaborators you gel better with. Sometimes you're just starting with a fundamentally idea or premise. Process alone won't guarantee you get there
I've been on the wrong end of results-over-process plenty of times, but I still think accountability for process without accountability for results is a dangerous trap. You ideally want both, but having to answer for results keeps you from falling asleep at the wheel.
This entire thread is spot on 
Process should be in service of results, & teams should be trusted to support outcomes.
I stopped getting upset at processes when I learned of "Safety regulations are written in blood"... Dumb procedures often exist because something bad enough happened a rule was made. Now I tend to explain/ask for history and see if a re-eval is neededhttps://www.youtube.com/user/USCSB/videos …
Seriously, where can I pre-order this book that you are writing?! The conciseness captured in your points are just 
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