Process audit
Where time goes on repetitive work and what that costs the company per year.
The result is a document you can make budget decisions from, not a presentation about what the technology can do.
Where time goes on repetitive work and what that costs the company per year.
What has been accumulated, in what form and whether it is usable for training. This is often the main constraint.
Ranked by return and complexity. Start with something simple and visible.
Leaks through prompts, responsibility for the data, dependence on an external service.
What will be required: data, infrastructure, people and time.
A sequence of steps with decision points.
The assessment takes four to six weeks depending on the size of the company.
Conversations with department heads about where their time goes.
We look at what is actually accumulated in the systems, not what the procedures say should be there.
Use cases plotted by return and complexity, with reasoning.
We present the roadmap to management and adjust it after the discussion.
An honest consulting result sometimes sounds like "not yet". If the data has not been accumulated and the processes are not documented, a rollout produces a demonstration rather than an effect. In that case the roadmap starts with putting things in order, and we say so plainly.
Here we build nothing and instead answer what to do and in what order. A company with an obvious use case does not need consulting and can go straight to a pilot.
The heads of the departments where automation is planned, and whoever is responsible for IT. Without the business involved you get a technical study disconnected from the real processes.
A negative result is still a result: it saves the budget that would otherwise go on a rollout with no effect. We would rather say it is not worth it yet than sell a project that will not pay off.
Tell us what you expect from AI and what you have already tried. We will run an assessment and give an honest verdict.
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