To Map or Not to Map: That Is the Question
In this interactive guide, we explore when teams should and shouldn’t be mapping their processes.

So, you’ve got a process and you’re scratching your head, wondering, “do I really need to map this out?” Well, grab a cuppa, and let’s chat about when to unleash your inner cartographer and when to keep things blissfully simple.
The “Should I Bother?” Matrix
Before we dive in, let’s get one thing straight: not every workplace hiccup needs a full-blown process map. Sometimes, a quick chat or a Post-it note does the trick. But how do you know?
Well, we’ve cooked up this handy matrix to help you decide whether that workflow deserves the royal mapping treatment or if it’s more of a “jot it down and carry on” situation.

Factor
Low Priority
Medium Priority
High Priority
People/teams involved
1-2
3-5
6+
Steps
<5
5-10
10+
Knowledge needed
Basic, easily picked up
Some training required
Subject-matter expertise
How often it happens
Once in a blue moon
Monthly
Daily/weekly
Impact
Minimal impact
It matters
Make or break
The more your process leans towards the “High Priority” column, the more likely it is you should map it out. But remember, this isn’t the law – use your noggin!
Let’s test the matrix on a process for ordering stationery👇
Verdict
This leans towards Low/Medium priority. A simple checklist or short guide might be better than a full process map here.
Save your mapping energy for the big stuff!
Now let’s test the matrix on a process for health & safety incidents 👇
Verdict
This leans towards High priority.
In this case you’ll definitely want a solid process map to work off and clear distinctions of who is responsible for what and when.
Automation could even be helpful in these cases, where quick action and resolution is of dire importance.
This approach can lead to more effective incident management, better outcomes for affected individuals, and overall improved organisational safety culture.
Processes in Practice
A Checklist Approach
Let’s take this conference room example for connecting to the screen and microphone systems.
Most team members will already know how to do this or will have done this in the past.
For those who don’t know how to set it up which approach do you think will be more effective? A process map or a physical paper checklist?


A Mapped Approach
In this scenario you’ve entered the conference room 5 minutes before your meeting.
You’re trying to figure out how to connect to the system so you need to access the process map.
That means logging in, finding the map, clicking into each step, reading the instructions and doing the necessary actions.
When to Map: The Greatest Hits
We’ll talk a bit about when not to map soon but we thought it was important we cover when you should definitely be mapping. If a process meet any of the following criteria, you’ll definitely want to have a solid map to work off.
The "Pass the Parcel" Processes
If your workflow feels like a game of hot potato between departments, it’s map o’clock. Think about:
- New product development (R&D → Production → Sales → Marketing)
- Customer complaint resolution (Customer Service → Relevant Department → Management → Customer Service)
Instead of a confusing email chain or a clunky Excel spreadsheet, a process map can show everyone where the “parcel” should go next.
The "Oops, We Goofed" Prevention Processes
High-stakes operations where a slip-up could cost you big time. For example:
- Financial reporting (because the taxman cometh, and he’s not known for his sense of humour)
- Quality control for medical devices (because no one wants a dodgy pacemaker)
A detailed map here isn’t just helpful – it could be a lifesaver (literally, in some cases).
The "Red Tape Tango" Processes
Anything involving more regulations than a Victorian etiquette guide. Like:
- GDPR compliance (because nobody puts personal data in the corner)
- Pharmaceutical trials (because even paracetamol had to jump through hoops)
Mapping these out keeps you on the right side of the law and helps you navigate the red tape with ease.
The "Daily Grind" Processes
Frequent, complex workflows that your team does day in, day out. Think:
- Order fulfilment (from click to doorstep)
- Customer support ticket resolution (from “Houston, we have a problem” to “Crisis averted!”)
Knowledge transfer is key for these types of processes – if it’s something everyone should know how to do it’s probably something you need to teach every new starter.
When to Skip the Map & Keep It Simple
The "I Can Do This in My Sleep" Tasks
These tasks are those personal, straightforward activities that don’t need explaining. For instance:
- Making your morning brew (unless you’re a third-wave coffee enthusiast with a 17-step pour-over ritual)
- Checking your emails (if it’s complex enough to need a map, we need to talk about your inbox management)
What should you do instead?
A simple checklist or document outlining the steps should do the trick.
It might seem counter-intuitive but your team will look at a printed off checklist far more than they’ll look at a process map.
The "One Hit Wonder" Projects
One-off tasks that you’re unlikely to repeat. Like:
- Planning the office Christmas party (unless you’re gunning for party planner of the year, every year)
- Executing a company rebrand (most companies only go through major rebrands occasionally, if ever.
What should you do instead?
In these cases a one-off project plan may be your friend here.
If you’re unlikely to do it more than once, there is no need to map it.
The "Stating the Obvious" Processes
Super simple, linear processes that everyone already knows. For example:
- How to turn on your computer (step 1: push the button, step 2: there is no step 2)
- Making a photocopy (unless your photocopier has more buttons than the space shuttle)
What should you do instead?
A quick reference guide or just trusting in people’s common sense works wonders.
If your team aren’t going to need to check the process map, why map it?
The Bottom Line: Map Wisely, Not Wildly
Remember, the goal here isn’t to create a beautiful diagram for every single sneeze and coffee run in your organisation. It’s about clarifying the complex stuff, making life easier, and ensuring everyone’s on the same page when it really counts.
If you’re nodding along, then grab your metaphorical compass and start mapping! But if you’re giving the screen a blank stare, maybe it’s time to step away from the flow charts and consider a simpler solution.
Sometimes, the most valuable thing you can do is decide not to overcomplicate things. A well-placed “nah, we don’t need to map that” and a simple checklist can be just as powerful as your fanciest process map.
Happy mapping (or not mapping)! May your processes be smooth, your workflows be clear, and your coffee be strong. 🗺️☕✨
So, before you start mapping, ask yourself:
- Will this map help multiple people understand their role in a bigger process?
- Could this map prevent silly mistakes or “who was supposed to do that?” moments?
- Will mapping this out actually lead to useful improvements or insights?