Process optimization for a services company
Rapid growth created duplicated functions, purposeless meetings, and unpredictable delivery times that hurt client satisfaction.
We redesigned the critical workflows and defined clear roles and responsibilities for every area of the business.
AS-IS process diagnosis, TO-BE design, implementation of a Kanban board, and team training in the new methodology.
The company had grown fast, but without updating the way it coordinated its work. The result was a talented team trapped in informal processes: nobody knew for certain who approved what, and deadlines were negotiated project by project with no clear reference.
Through the Business X-Ray we identified that the problem was not one of capacity but of structure. We mapped the five most critical workflows in workshops with the leaders of each area. The AS-IS diagnosis showed that 60% of the bottlenecks occurred at two specific points: resource allocation and the review and approval process for deliverables.
The TO-BE redesign was surgical. We defined a responsibility matrix per project type, simplified the approval flows, and adopted a shared tracking board. We supported the implementation for three months, with biweekly review and adjustment sessions.
In that time, delivery times fell by almost half and the team reported fewer meetings and more clarity about its priorities.
