You can also never create enough laws or prisons to correct an underlying lack of strong values and shared mission.
As a contractor starts growing leadership needs to put some processes in place to keep things running smooth. This is called enabling bureaucracy because it is the standardized set of rules that allow sustainable growth. As a contractor grows past about 150 people or starts to expand geographically there will likely be a point where too much process starts to creep into the business. This is considered coercive or stifling bureaucracy.
Leaders must always be working on the balance between aligned mission, culture or behavioral norms, processes and accountability systems.
If you find yourself and others pulling heavily on the process and accountability lever with diminishing returns the likely problem is lack of balance with people and their behavior.