The challenge
A critical funding process had grown organically into a long, sequential workflow with heavy manual intervention — increasing workload and exposing errors under regulatory scrutiny.
What made it hard
Every department depended on the output of the previous one. Improving one step in isolation would simply move the problem somewhere else.
What we found
The problem went beyond the workflow. Our analysis uncovered inconsistencies in the proposal, study, decision and execution cycle — and in how responsibilities were distributed across the organisation.
What we built
One end-to-end process, from requirements through financial approval to execution, together with a redesigned internal operating model defining responsibilities and workload across departments.
What changed
Responsibilities and workloads are now distributed by design, with every department working through one coordinated process.
Services and technology
- Process automation
- Process analysis
- Internal structure
- Procedures
More use cases
- One assistant. Different answers for different permissions. Multinational · Confidential client In progress.
- One connected process, from sale to delivery Food · Confidential client Costs down 64%, mostly production waste, and 48 hours from sale to delivery.
- Personalised private boxes Sports · Confidential client One personalised experience, coordinated for every match.
- TV production at scale Entertainment · Confidential client Every show coordinated through one process, with less manual work and fewer errors.
- Shared resources governance Automotive · Confidential client Licences, rooms, vehicles, desks and IT equipment tracked and charged to each department.