A current-process account
Proposed output: a shared description of the existing workflow and its important constraints.
Division 06 / Start where the work gets stuck
Change the process that needs changing.
Repeated steps. Missing information. Awkward handovers. Describe one process that makes work harder than it should be, then establish what a useful change would look like.
01The work in context
Understand the process before changing the system.
Buying another tool can leave the original problem untouched. Understanding the work, the people involved and the existing constraints makes the proposed change easier to judge.
01 / THE PRESENT
What happens today
Trace the work from its trigger to its result. Identify the people, information, systems and handovers involved.
02 / THE FRICTION
Where it becomes difficult
Locate repetition, delay, uncertainty or a dependency on manual work. Distinguish a process problem from a software problem before prescribing a solution.
03 / THE CHANGE
What should change first
Define one useful change, the constraints it must respect and the evidence that would support continuing, revising or stopping it.
02 / Define the engagement
Proposed scope · Awaiting business confirmation
Make the deliverables part of the conversation.
A bounded change proposal
Proposed output: the change being considered, dependencies, responsibilities and unanswered questions.
An adoption and evaluation plan
Proposed output: how the change would enter everyday use, what needs checking and who would own the next decision.
These are proposed scoping topics, not a fixed package or a delivery promise. Methods, outputs, responsibilities, timing and fees need to be confirmed before an engagement.
03 / A useful first message
Start with what you know.
- Which process or repeated task is causing the most difficulty?
- Who uses it, and which systems or handovers are involved?
- What would need to become easier for the change to be worthwhile?
Keep the first message high-level. Do not include passwords, access tokens or confidential records.
04 / Questions worth asking
A few things to know.
Does digital transformation mean replacing every system?
No. The proposed change should follow from the problem. A focused process adjustment or a bounded technical change may be more appropriate than a broad replacement.
Can the starting point be one repeated task?
Yes. A specific example is useful: what starts the task, who handles it, where it gets stuck and what a successful result looks like.
Does the work have to involve AI or automation?
No. A technology choice should be justified by the process and its constraints. If automation is being considered, its feasibility, inputs, failure cases and operating responsibilities need to be established in the proposed scope.
How would a change be evaluated?
Agree the baseline and a useful measure before implementation. Evaluation might examine a specific delay, error or difficult handover, using evidence the organization can actually provide.
What happens to the existing process during a change?
Decide that before implementation. The scope should cover affected users, permissions, a bounded trial where appropriate, rollback and who handles failures. A proposed improvement should not silently remove a process the business still relies on.
Related perspectives
The next question may sit nearby.
The next conversation
Bring the problem into focus.
An outline is enough to begin. Tell us the situation and the decision you need to make.
Discuss a process