Business process strategy services you can commission.

01

Current-state process mapping

Purpose: replace competing stories about “how we do this” with one account of the work as it is actually carried.

The map includes the main path, the exceptions that consume management time, the systems touched, and the queues where work waits. It is a management document, not a notation exercise. We use plain language and a small set of symbols so operators can correct it.

Process

Agree the boundary and the trigger. Interview the people who start, move, and finish the work. Read the forms, tickets, or sheets they already use. Walk through two or three real cases, including one that went badly. Draft the map. Correct it in a review with the people who do the work, then issue it.

02

Operating model design

Purpose: decide how the work should be organized once the current state is understood. This covers roles, the forum that manages the flow, the rhythm of review, and what stays local versus what is escalated.

An operating model here is not an organization chart redrawn for its own sake. It answers who runs the flow during a normal week, which meeting exists only to make named decisions, and which reports are required for that meeting to function.

Process

Start from the accepted current-state map. Draft two structural options where the choice is real. Test them against volume, risk, and the capacity you actually have. Choose one in a working session. Write the model so it can be briefed to people who were not in the room.

03

Decision rights and handoffs

Purpose: stop work from waiting on whoever is free. Recurring decisions are named, given an owner, and given a rule for when they must be escalated. Handoffs are written as a transfer with an input, an output, and a definition of ready.

This service is often the highest-leverage part of a design engagement. Many delays that look like capacity problems are unresolved authority.

Process

List decisions that recur at least monthly. For each one, record who recommends, who decides, who must be consulted, and who is informed. Remove decorative consultations. Agree the handoff checklist for the two or three transfers that most often fail.

04

Workflow redesign

Purpose: simplify the path a single item of work takes, once ownership is clear. Steps that exist only because an old tool required them are removed. Checks that catch real risk stay, and are placed where the information is actually available.

Redesign is concrete. We follow one unit of work — an order, a case, a campaign, a shipment, a client onboarding — from trigger to done.

Process

Mark each step as value, necessary check, wait, or rework. Design the shorter path. Specify the fields, approvals, and notifications the path needs. If a system change is required, write it as a requirement, not as a configuration project.

05

Implementation roadmap

Purpose: turn an accepted design into a sequence the organization can run without creating a second project culture. The roadmap names the first cycle, the owner of each change, what is deliberately later, and how you will know the new rhythm is in use.

Process

Separate changes that are calendar edits from changes that need hiring, training, or a vendor. Sequence them so the operation is never asked to adopt a forum before the decision rights exist. Review the roadmap once with the sponsor and issue it as the working plan.

06

Process performance cadence

Purpose: give the forum a small set of measures that show whether the flow is healthy. We choose indicators the team can collect without a new data project: aging of the queue, rework, cycle time for the standard path, and the count of escalations.

The point is a review that leads to an action, not a dashboard that describes the past.

Process

Define the few measures that match the decisions the forum is allowed to make. Write the definition, the source, and the owner. Sit in on the first one or two reviews and adjust the agenda if the numbers are not changing the conversation.