Every organization has them.

  • The spreadsheet that only one person knows how to use.
  • The employee who forwards documents to a personal email account so they can work from home.
  • The password written on a sticky note under a keyboard.
  • The text message containing sensitive business information because it was faster than finding the right file.

When leaders discover these situations, the first reaction is often frustration. Why would someone do that? The reality is that most employees are not trying to bypass policies or create risk. In many cases, they are simply trying to accomplish their work as efficiently as possible.

The workaround itself is rarely the problem. The workaround is usually a symptom of a larger issue.

Workarounds Are a Warning Sign

Over the years, we’ve noticed a consistent pattern. When employees start creating their own processes, it is often because the official process is either unclear, difficult, or missing altogether. Consider a few common examples:

  • An employee starts saving files in a personal Dropbox account because they cannot easily access company files when working remotely.
  • A team begins texting business information because the communication tools available to them are cumbersome or inconsistent.
  • A department creates its own spreadsheet to track information because there is no agreed-upon system for managing the data.
  • Someone writes passwords on a sticky note because they are struggling to keep track of dozens of credentials.

In each scenario, the employee is solving a problem. Unfortunately, the solution often creates a bigger problem in the process.

The Hidden Costs of Workarounds

Most organizations underestimate the impact of these behaviors. The risks extend far beyond cybersecurity. Workarounds often lead to:

  • Inconsistent customer experiences
  • Duplicated effort
  • Lost information
  • Reduced productivity
  • Knowledge trapped with one employee
  • Compliance concerns
  • Increased security exposure

In many small and medium-sized businesses and nonprofit organizations, these issues develop gradually over time. One shortcut becomes another, one exception becomes the standard process.

Eventually, nobody remembers how things were supposed to work in the first place.

The Real Problem Is Usually Process

Technology often receives the blame, but technology is rarely the primary issue. More often than not, the organization lacks clearly defined expectations and processes. Employees need simple answers to basic questions:

  • Where should files be stored?
  • What tools should we use to communicate?
  • How should passwords be managed?
  • How do we share information securely?
  • Who owns each process?
  • What happens when someone leaves the organization?

When these questions are unanswered, people naturally create their own solutions. The result is not one process. it is twenty different processes being used by twenty different people.

How to Get Workarounds Under Control

The goal is not to eliminate flexibility. The goal is to make the right way the easiest way. Organizations can make tremendous progress by focusing on a few key areas.

Document Core Processes

  • Start with the activities employees perform every day.
  • Document where information belongs, how it should be shared, and what tools should be used.
  • Keep documentation simple and practical.
  • If a procedure requires a fifteen-page manual, people will likely find a shortcut.

Standardize Tools

  • One communication platform.
  • One file storage location.
  • One password management solution.

The more systems employees must navigate, the more likely they are to create alternatives.

Ask Employees Where Friction Exists

This may be the most important step of all. Employees often know exactly where inefficiencies exist. Rather than asking why people are breaking the rules, ask what makes the current process difficult.

The answers are frequently eye-opening.

Train and Reinforce

Even great processes require reinforcement.

Regular conversations about expectations, security practices, and organizational standards help ensure everyone is moving in the same direction.

Focus on Continuous Improvement

Processes should evolve alongside the organization. An annual review of key workflows can uncover inefficiencies before they become significant problems.

The Bottom Line

When employees create workarounds, they are often telling us something important.

  • They are identifying friction.
  • They are revealing gaps.
  • They are highlighting processes that may no longer support the way work actually gets done.

Organizations that ignore these signals often accumulate unnecessary risk and inefficiency over time. Organizations that listen to them have an opportunity to improve operations, strengthen security, and create a better experience for employees.

The next time you discover a sticky note password, a personal Dropbox account, or an unofficial spreadsheet, don’t start by asking, “Who did this?”

Start by asking, “What problem were they trying to solve?”

The answer may reveal far more about your organization than the workaround itself.