▮ WHAT YOU WALK AWAY WITH
✓A current-state process map showing how the work really happens, including the handoffs, systems, decisions, delays, and informal workarounds people don't talk about
✓A root cause analysis that separates symptoms from real causes across process, systems, data, ownership, governance, and incentives
✓A friction and pain point inventory naming the specific bottlenecks, rework loops, and handoff failures
✓A prioritized improvement backlog that splits quick wins from structural fixes, so you know what to do first
✓An automation readiness read on which parts of the workflow are actually ready to automate and which would just automate a mess
✓An executive decision memo and readout the sponsor can take straight to leadership
✓A clear recommendation on whether to redesign, automate, govern, staff, or transform the process next
▮ HOW IT RUNS
01We frame the problem together: the process boundaries, the business context, who's involved, and what decision this needs to support.
02We collect evidence from existing docs, reports, system exports, and examples of recent failures or delays.
03We interview the people who run the work and the ones on either side of the handoffs.
04We map the current state as it really is, then separate the symptoms from the root causes.
05We prioritize the fixes and present the findings, recommendations, and next moves to your sponsor and stakeholders.
▮ IS THIS THE RIGHT MOVE?
] THIS IS FOR YOU IF
A leader who knows an important process isn't working but doesn't yet have a clear, shared, evidence-based picture of why, and needs that before redesigning, automating, or investing.
] NOT THE RIGHT MOVE IF
It's not the right move if you already know the answer and just want it validated, want to assign blame, want to automate without first looking honestly at the work, or if no sponsor has the authority to act on what we find.
] FIRST STEP
Start with a focused scoping conversation to set the process boundary, the business context, the sponsor and stakeholders, the symptoms, and the decision the diagnostic needs to support.
Not sure this is the right one? Start with the Work Systems Assessment and we'll name the next best move.