Cross-functional AS-IS
Understand activities, decisions, exceptions, systems and data with participating functions instead of relying on informal knowledge.
Service · Processes
Business process design, improvement and transformation
We make current work visible, remove friction and design future processes with decisions, roles, controls and KPIs ready for implementation.
Redesign means more than documenting today's process
The service starts with business objectives and operating evidence to separate root causes, necessary work and non-value-added activity.
The TO-BE design defines how decisions, information and responsibilities should flow and how to put the new process into practice.
For: organizations with manual, fragmented or poorly traceable processes in any function, or processes that must support a new strategy or technology.
Service outcome
Processes that guide execution
The redesign connects expected performance with a way of working that teams can understand, measure and govern.
TO-BE and automation
Simplify the flow and determine what should be automated once the process, rules and exceptions are clear.
Governance, RACI and KPIs
Assign roles, controls and metrics that sustain and improve the process after the project.
An adaptable approach
Adjust detail and ways of working to the scope, function maturity and decision to be enabled.
Starting point
When should a process be redesigned?
Operations depend on constant correction
- The same data is captured or validated repeatedly.
- Exceptions move across functions without a clear owner.
- Cycle time grows because of approvals and rework.
- Results depend on key individuals and informal practices.
Strategy requires a different operating model
- New technology needs clear decisions and responsibilities.
- Growth requires standardization across teams or regions.
- An organizational integration must align practices.
- Current metrics do not explain or correct performance.
Scope
Business processes in any function
The service applies to operational, administrative and support processes—for example, in operations, talent or user support. The method is consistent: understand the current process, design the future and prepare the transition.
Published evidence covers a talent process. Other functions require their own diagnostic; results are not extrapolated.
Working approach
From AS-IS to an implementation roadmap
The level of detail follows the decision and scope. We avoid documentation for its own sake and future designs disconnected from operations.
Align objectives
Define scope, expected outcomes, process customers and success criteria.
Map the AS-IS
Observe flows, decisions, roles, systems, time, controls and exceptions.
Diagnose causes
Separate symptoms from root causes and assess friction, risk and opportunity.
Design the TO-BE
Simplify the flow and define future roles, rules, data, controls and KPIs.
Prepare the transition
Prioritize changes, dependencies, owners, pilots and follow-up mechanisms.
How BTC helps
Process analysis focused on outcomes
RP/01
Operating diagnostic
We build a shared view of how the process works and what explains its main gaps.
AS-IS- Flow and decision mapping
- Cycle-time and rework analysis
- Risks, controls and root causes
RP/02
Future process design
We simplify activities and define the target way of working with explicit operating and performance criteria.
TO-BE- Flows and business rules
- RACI roles and responsibilities
- KPIs and control points
RP/03
Mobilization
We turn the design into a sequence of initiatives teams can implement, measure and refine.
Transition- Quick wins and roadmap
- Enabling requirements
- Governance and continuous improvement
Connected services
The process defines what change and technology are needed
An operating model can activate implementation, adoption or broader transformation initiatives without confusing the process with the tool.
End-to-end supply chainConnects a focused redesign with end-to-end priorities and dependencies.Supply chain systems implementationTurns processes and requirements into an operable technology solution.Change and project managementTurns initiatives into a governed plan and prepares teams to adopt new roles and ways of working.
Deliverables
What does process design and transformation deliver?
AS-IS map
Current flow, activities, decisions, owners, systems, controls and exceptions.
Gap diagnostic
Causes, friction, risks and opportunities prioritized against expected outcomes.
TO-BE design
A simplified future process with explicit rules, interfaces and operating criteria.
RACI model
Responsibilities and decision rights by activity, exception and outcome.
KPI framework
Metrics, definitions and control points to manage and improve the process.
Transition roadmap
Quick wins, initiatives, dependencies and owners that move the design into operations.
Talent process transformation
BTC publishes an education and healthcare case that maps flows, designs the future process, aligns practices in a playbook and clarifies roles for automating key tasks.
The case describes greater efficiency in talent acquisition, a more effective onboarding process, and fewer manual tasks, delays and errors.
Evidence scope: the outcomes belong to the published talent process and should not be extrapolated to another function or context without a specific diagnostic.
Review the talent process caseFrequently asked questions
Before the redesign
Do all processes need to be documented?
No. The scope should address a relevant decision or performance gap. Detail is added where it helps remove a cause, control a risk or enable the change.
Does the redesign include automation?
It can define automation requirements, but first it clarifies the process, rules and exceptions. This prevents teams from digitizing activities that do not add value.
How do you keep the design from staying on paper?
The TO-BE design is accompanied by owners, KPIs, quick wins, dependencies and a transition roadmap that enables teams to pilot and refine the new way of working.
What inputs are used to design the future process?
Inputs include the current process map, performance data, rules, exceptions, controls, systems, user needs and the causes behind performance gaps. That evidence informs future activities, decisions, roles, metrics and requirements without carrying current inefficiencies into the new design.
Next step
Turn operating friction into an actionable process
We can start by defining the process, the outcome that must improve and the signals that make execution difficult today.