Services
What the practice actually does.
These are operating services, not software projects. Each one has a purpose, a bounded scope, a way of working, and a written result. Start with the service that matches the question you already have, or ask us which one fits.
01
Current-state process mapping
Give a team one shared, accurate picture of how a flow works today.
We follow a single stream of work from the moment it starts to the moment it is done. The map includes queues, rework, informal checks, and the points where people compensate for a missing rule. It is a working document, not a poster.
| Scope | One primary flow, the teams that touch it, and a sample of recent cases. Adjacent flows are noted only where they block this one. |
|---|---|
| Process | Sponsor briefing, interviews with people who do the work, case sample, draft map, review session, corrected map. |
| Deliverables | Current-state map, a short list of delays and exceptions, and notes on what the existing documents already say. |
| Who it fits | Teams that disagree about how the work is done, or that are about to change a tool, a site, or a role and need a baseline first. |
02
Future-state workflow design
Replace a heavy path with a simpler one the same team can run.
Using the current-state map, we draft a future path that removes avoidable waits and states the decisions that used to happen in side conversations. The sponsor chooses what is in and what stays for later.
| Scope | The same flow as the map, plus the decision rights needed to make the new path real. We do not redraw the whole organisation. |
|---|---|
| Process | Design workshop, draft future flow, challenge session with the people who will run it, revision, decision record. |
| Deliverables | Future-state flow, a list of changes accepted and deferred, and the assumptions the design depends on. |
| Who it fits | Leaders who already know the current pain and are ready to choose a smaller set of rules, roles, and handoffs. |
03
Handoff and control clarity
Make ownership and quality checks explicit at the points where work changes hands.
Many delays are acceptance problems. Work arrives incomplete, or it waits because nobody is sure who may approve it. This service writes the handoff so both sides know what “ready” means.
| Scope | The handoffs inside one flow, the acceptance criteria for each, and the controls that protect customers, money, or compliance. We do not build a full control framework for the company. |
|---|---|
| Process | Handoff inventory, criteria drafted with both sides, control review with the sponsor, written standard for each handoff. |
| Deliverables | Handoff sheets, a simple RACI for the flow, and a note on which old checks can stop. |
| Who it fits | Operations, shared services, and professional teams where quality fails between departments rather than inside one desk. |
04
Operating rhythm and measures
Give the flow a meeting cadence and a few measures people can act on.
A redesigned flow still drifts if nobody looks at it. We design a short rhythm: who meets, how often, which numbers they see, and what decision those numbers are for.
| Scope | One flow or one operating team. Measures are limited to what that team can influence. We do not implement a company-wide dashboard product. |
|---|---|
| Process | Review of decisions the team already makes, selection of measures, design of the cadence, trial agenda, adjustment after the first cycles. |
| Deliverables | Rhythm note, measure definitions, a sample agenda, and the source of each number. |
| Who it fits | Teams that have maps and meetings, but still discover problems only when a customer complains. |
05
Process owner rollout support
Help the named owner put the new flow into daily use and keep it there.
The owner is usually a manager who still has a full job. We stay beside them for an agreed period: coaching the first reviews, adjusting the notes when reality pushes back, and preparing the team’s questions.
| Scope | Support for one process owner and the flow already designed. Training is practical and limited to the people on that flow. We do not run a company-wide change programme. |
|---|---|
| Process | Owner briefing, first live cycles observed, office hours for questions, a closing review, and a leave-behind note. |
| Deliverables | Updated owner pack, a log of adjustments made during rollout, and a review of what held. |
| Who it fits | Sponsors who want the change to survive the first busy month, and who can name the person accountable for the flow. |
Flows like this only stay reliable when ownership and timing are explicit. If you run a service desk, a back office, or a physical operation, the same questions apply. See how an engagement proceeds and the commercial offer.