Bear with me c-suite leader. I was working with a risk team recently and discussed with them the power of process maps. Process maps bring clarity because a picture is worth a thousand words. Risks and the most critical controls are more easily identified. At the end of the workshop the team leader developed their three actions I asked everyone to commit to over the next month. A 1-day, a 7-day and a 30-day action. The leader’s 30 day action was for every key process to be mapped.

However, process maps bring much more opportunity than identifying risks and controls. They are a key step to delivering a more agile organisation. In the absence of a map each team member has a mental model of how decisions are made and no two are the same. Cue confusion, delays, and inconsistency.

Process mapping might sound dull, but it’s incredibly powerful done the right way. When you map out a decision making process with engagement with all key stakeholders, you expose doubtful assumptions, misalignments, and bottlenecks. You create a shared mental model everyone can follow.

Done well, process mapping identifies where decisions get stuck and where variations creep in. It’s not about adding bureaucracy – it’s about clearing the path. And more importantly, it gives leaders a way to spot and fix problems before they turn into crises.

For C-suite leaders: Invest time in understanding and documenting how key decisions are made. It’s not red tape; it’s building a decision-making playbook that ensures speed and alignment when it matters most. A clear process creates freedom to focus on what’s next.

For risk professionals: Use process mapping to highlight where the risks of inconsistency, delay, or error are highest. Facilitate these mapping sessions, and help leaders uncover vulnerabilities before they escalate. You’ll be the one turning complexity into clarity.