Strategy and “as is” analysis
We capture the current state of the company and its business processes.
- Development strategy review
- “As is” process mapping
- Finding inefficiencies
- Restructuring directions
Business process optimisation · Organisation · Automation
We turn business processes into a managed system
From analysing the strategy and the “as is” model to the optimal “to be” model, responsibility centres, KPIs, budgeting and process automation.
Business process engineering doesn’t start with software. First we work out how the company runs, find where it loses money and design the target system of processes, management and accountability.
Business process engineering
Optimising the business
as one system
The direction covers strategy analysis, restructuring the organisation and processes, responsibility centres, KPIs, budgeting and subsequent automation.
“To be” model and structure
We design the optimal process system and company structure.
- Target “to be” model
- Optimised operating system
- Organisational structure
- Process and department regulations
Responsibility centres and KPIs
We structure activity by direction and lock in measurable accountability.
- Responsibility centres
- Target metrics
- Management KPIs
- Incentives tied to metrics
Budgeting and management control
We set the rules for planning, execution, control, accounting and analysis.
- Responsibility-centre budget forms
- Plan vs. actual metrics
- Budgeting procedure
- Execution control and analysis
Business process automation
We move the agreed process model into a managed digital environment.
- Planning automation
- Accounting automation
- Control automation
- Analytics automation
ERP and digital management
We connect the process model with a technology solution for running the enterprise.
- System requirements
- ERP solution design
- Linking processes and metrics
- Rollout preparation
How we work
From “as is”
to “to be”
The work moves from diagnosing the current model to designing, regulating and automating the target system.
- 01
Analysis
Strategy, structure, processes and the current management system.
- 02
Design
“To be” model, organisational structure, responsibility centres and KPIs.
- 03
Regulation
Regulations, budgets and rules of interaction between process owners.
- 04
Automation
Digital planning, accounting, control and analysis.
What changes
Processes become
managed and measurable
The outcome is not a standalone document but an aligned system of processes, accountability, metrics and management procedures.
- Structure
- Clear lines of business and responsibility centres.
- Accountability
- Managers have defined metrics and areas of responsibility.
- Control
- There are rules for planning, execution, control, accounting and analysis.
- Automation
- Planning, accounting, control and analysis procedures can be automated.
Related cases
How it works
in a real business
Not theory — projects where we walked this path together with the owners.
Distribution · B2B
Prodresurs distribution company
Distribution company. Turnaround transformation and growth.
Turnover ×2 · Profit ×3.5
Transport · Logistics
Systematic growth and automation of the logistics company ULK
Ukrainian logistics company. Consulting to grow the business and sharpen management.
Business optimisation
Architecture · Design
Akademiya architecture and design bureau
Architecture and design bureau. Growing the practice and putting it into a system.
Systematic growth
Other directions
Every direction
strengthens the others
Consultation
Let’s talk
about your business
Tell us about your challenge and we will suggest a solution that fits your company. The first consultation comes with no obligation.
We understand your challengeWe analyse the situation and your goals.
We propose a solutionTools, approach, an outline plan.
We estimate the impactReal opportunities and next steps.
Fully confidentialYour data and ideas stay with you.
Send a request