Well-thought-out engineering processes can be beneficial, but if they're not updated regularly, they can slow down a company. The author's experience at Intercom showed that lightweight weekly engineering processes, without estimations or separate QA teams, were more effective for a product-first company like Intercom. Processes should serve the development of the product, rather than constraining it. To design effective processes, one must clearly define the problem being solved and focus on what success looks like, rather than relying on familiar habits. It's essential to update or get rid of old engineering processes once they've outlived their usefulness and encourage everyone using them to challenge the status quo. By doing so, companies can innovate, move fast, and stay focused while solving real problems.