Process automation

Operations, administration and finance teams whose processes repeat the same steps every day, depend on someone remembering to do them, or coordinate through email and spreadsheets. It works when the process has rules that can be written down, even if there are exceptions.

• Several people do the same step, each in their own way.
• Exceptions get lost in email or are resolved without leaving a trace.
• To find out where a case stands, you have to ask someone.
• Closing and follow-up tasks depend on a personal calendar.
• When someone changes role, the process has to be explained all over again.

• A map of the current process: who does what, with which data, and where it gets stuck.
• Design of the target process: what is automated, what stays with people, and why.
• Workflows that run the rule-based steps and coordinate the people involved.
• Exception handling: every out-of-rule case reaches its owner with the context needed.
• Testing with real cases from the process and a phased go-live.

• The current and the target process, documented.
• Working workflows, with tests and agreed acceptance criteria.
• An owner and a failure procedure for each workflow.
• Operational tracking with the agreed measures.
• Training for the team that will run them.

They are defined during the diagnosis, based on the tools you already use: email, ERP, CRM, spreadsheets or document managers. We connect only what the process needs, with dedicated credentials and minimum permissions.

• Each workflow has an owner and a failure procedure.
• Failures raise an alert and are logged.
• Everything a workflow executes leaves a record.
• Decisions with impact go through a person.

• Processes with no rules that can be described, or so little volume that automating them frees no capacity: we say so in the diagnosis.
• Replacing your management systems: we connect and automate on top of what you already have.
• Decisions that need a person’s judgement: they are prepared, not delegated.
• Savings promises without a baseline.

We agree a baseline with management before we start (hours spent, lead times, errors and open exceptions) and compare against it using the same measures. If something cannot be measured, we do not promise it.

Tell us which process takes more of your time than it should. A first conversation is to understand how it works today and assess whether we are a good fit; if we are not the right option, we will say so.

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