Current-state process map
Capture the steps, owners, handoffs, information, decisions, and exceptions that shape how work moves today.
Operations & workflow design
Clarify the work behind complex products
Examine how product, commercial, and operational work moves across teams and systems so the current process is understood before changes are considered.
Process analysis connects to CRM onboarding when customer records or pipeline handoffs shape operations, and to demand generation when lead responses enter commercial workflows.
01Process reality
Make the operating path visible.
Follow the work from trigger to completion, including the people, systems, decisions, and exceptions that shape the route.
Handoffs
Trace where specifications, requests, or decisions change hands and what information travels with them.
Information flow
Identify the records, instructions, and data each participant needs to proceed.
Exceptions
Document rework, priority changes, and deviation approvals that alter the normal path.
02Roles & controls
Set clear responsibilities and decision points.
Map the responsibilities, system touchpoints, and operating constraints that govern work on complex products.
Responsibilities
Distinguish who performs, decides, approves, and escalates at each meaningful point.
Decision rules
Make routine approval criteria and exception paths explicit, including the information needed for a decision.
System fit
Describe the access, visibility, and data the process requires without presuming new software.
03Evidence & change
Assess the operating question with concrete evidence.
Use process evidence to compare changes while keeping the limits of that evidence clear.
Competitive analysis
Porter’s Five Forces examines pressure from buyers, suppliers, new entrants, substitutes, and rivals; concentration, switching costs, contract terms, capacity, and win/loss records can indicate that pressure, but cannot prove a competitor’s intent or future market share. VRIO tests whether a resource or capability is valuable, rare, hard to imitate, and supported by the organization; it cannot establish durable advantage from a workshop alone. Value Chain maps primary and support activities and where time, cost, and information are added; process data can locate a bottleneck but cannot alone prove customer willingness to pay or causal margin impact.
Due diligence
Keep technical, commercial, and operating evidence focused on the process question and limit access to information that is needed. This is not legal, tax, accounting, or investment advice and does not verify ownership, compliance, or investment merit.
Change choices
Compare process, responsibility, and information-flow changes by the work affected, evidence available, and open questions.
04A practical path
Make the next decision clearer.
Define the question
Set the process boundary, operational question, participants, and constraints to examine.
Map current work
Create a current-state process map that follows steps, owners, handoffs, information, decisions, and exceptions across the agreed workflow.
Evaluate evidence and options
Compare possible changes against the process evidence and the business question.
05Before the work begins
Questions worth asking.
01Does this require new software or automation?
No. Process work can address roles, decision rules, and use of existing systems without assuming a technology change.
02How are sensitive process details handled?
Keep access focused on the information needed for the process question, including technical, commercial, and customer information. Legal, compliance, and investment conclusions remain the responsibility of qualified advisers.
Business Process Engineering
Bring the process question.
Identify the workflow, decision, or handoff that needs a clearer view.