Everyone wants product velocity. No one wants to slow down and map the process.
That’s where things fall apart.
Most teams jump from “idea” to “backlog” with zero alignment between business needs, real-world behavior, and technical logic. The result? Tickets are full of guesses. Developers are building what they think someone meant. Endless rework.
This is why BPMN (Business Process Model and Notation) matters — not because it looks fancy, but because it forces clarity.
As a Business Analyst, I use BPMN not for the diagrams themselves, but for the questions they surface. Who starts this flow? What triggers it? What happens in the edge case? Where does it break? The moment a founder sees their “simple idea” modeled as a real process, priorities shift. Suddenly, they’re not asking for features — they’re asking for outcomes.
Good BPMN isn’t art. It’s a mirror.
It shows you the mess before it becomes code. It gives developers a system, not a wish. And it gives product people a map they can actually drive. I’ve used it to untangle ops flows, redesign onboarding, fix internal chaos, and stop thousands of euros from being wasted. If your team is confused, stop adding tools. Start mapping reality.