Transformation · Processes
Business process digitalisation.
We map the current flow, simplify it and move it into a system with roles, statuses and traceability.
When clients usually bring us in
- the process isn't documented end to end
- each department reports a different number
- systems don't talk to each other
- growth has exposed bottlenecks
- you're planning a larger business overhaul
Digitalisation doesn't mean replacing every system
Sometimes connecting what you already run, redesigning a single step or adding one module on top is enough.
What this means for you
- A shorter procedure with fewer steps.
- Data is entered once and is the same everywhere.
- Visible bottlenecks instead of guesswork.
- Reports without manual collection.
- Fewer errors from re-entering data.
Problem → solution
What you get
- a before/after process map
- clear roles and responsibilities
- statuses and deadlines
- change notifications
- a decision history
- throughput and bottleneck reports
Why a process in email is not a process
When approvals happen by email, every participant has their own version of events. It is unclear who holds the case, when it arrived and what was agreed - unless someone digs through their inbox.
- nobody knows with whom the case is waiting
- the same attachment exists in five versions
- the case stops when someone is on leave
- the decision history cannot be reconstructed
- no throughput report can be produced
The switch-over is the delicate part
A new procedure does not arrive overnight. For a while the old and new run side by side, and that is when people most easily fall back - so support must be strongest then, not weakest.
- which cases go the new way and which still the old
- what happens to cases already in progress
- who is available for questions in the first days
- when the old way is switched off for good
- how it is measured whether the new procedure is faster
Where to start in a larger company
In a company with hundreds of employees there are more processes worth digitalising than can be done in a year. The wrong start is one that is technically interesting but that nobody misses. The right one is where manual work is heaviest and the process has an owner who wants the change.
| Criterion | Why it matters |
|---|---|
| hours per week spent on the process | shows the saving, not a feeling |
| how many departments are involved | more departments means more loss at each handover |
| how frequent errors are | errors in purchasing or accounting are costly |
| whether the process has an owner | without an owner a rollout stalls |
| whether the rules are known | if nobody can describe them, they must be defined first |
The processes larger companies digitalise most often
- purchase approvals by amount and approver
- incoming invoices from capture to posting
- hiring, onboarding and leaving
- complaints and quality deviations
- service orders and field work
- management reporting from several systems
How to measure whether digitalisation worked
Digitalisation has not succeeded because the system runs, but because the process runs faster and with fewer errors. That is why we record how the process works today before we start and measure the same indicators after go-live.
- time from request to approval
- number of manual re-entries between systems
- share of requests returned because of an error
- how many requests are waiting and with whom
- how much time a department spends reporting on the process
A process that crosses several departments
In a larger company a process rarely ends in one department. Procurement, finance, production and management each have their own system and rules. Digitalisation therefore defines who owns each step, which system holds the data and what happens when someone does not respond in the agreed time.
How we digitalise
Assessment
How the process runs today, who is involved, where the delays and duplicate entries appear.
Process design
A redesigned flow with clear steps, owners and the data that carries forward.
System integration
We connect the systems you already run where that is enough, and replace only what genuinely blocks you.
Phased rollout
Step by step, with measurable effect at each phase and without stopping the business.
Related work
FAQ
Can we digitalise a process without replacing the ERP?
Yes. Often the best approach is for the ERP to remain the data source while the process with approvals and statuses runs in a system connected to it.
Which process should we start with?
With one that repeats often, crosses several departments and where it is hardest today to see where a request is waiting.
Tell us what you need
A few sentences are enough: what you need, for which process or system and by when. We will reply by email.
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Sounds like your project?
Send us the project description, your existing system, the tender documents or the event date.
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