I used to think every workflow, every project, every team needed a detailed framework to succeed. The more structure, the better, right?

Not always.

Sometimes too much structure gets in the way. People spend more time following the system than actually doing the work. Creativity gets boxed in. Momentum slows down.

The trick is balance. A framework should guide, not control. It should reduce friction, but leave space for judgment and experimentation. I’ve seen small teams thrive with just a few simple shared systems—enough to stay aligned, but not so much that it feels like bureaucracy.

The lesson: start with the minimum structure that solves your problem. Then iterate. Add what’s needed, remove what’s not. Less structure can be more effective because it keeps the focus where it belongs: on the work itself.