Why mapping comes first
A new system encodes whatever process you hand it. If the process is unclear, the software makes the confusion permanent and expensive.
We ask for two things before any recommendation: who touches the work, and where it waits. The waiting is where the money is.
The two-day exercise
Day one, morning. We sit with the people who actually do the work, not their managers. Each person walks us through the last three real jobs, start to finish, in whatever system they use.
Day one, afternoon. We draw the flow on one page, including the informal steps: the text message, the sticky note, the second spreadsheet nobody mentions in meetings.
Day two. We time the handoffs, mark the rework loops and rank them by hours lost per month. That ranking becomes the project plan.
What usually shows up
- Data re-entered between two systems that could be connected in an afternoon.
- An approval step that exists because of an incident in 2019 that nobody remembers.
- Two people producing versions of the same report for different audiences.
- A queue that only moves when one specific person opens their laptop.
What to do with the map
Fix the free things first: delete redundant approvals, agree on one system of record per data type, write the process down. Then, and only then, spend money.
If you want a second pair of eyes on your own flow, that is exactly what our diagnosis phase is for.
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