Service 01 · Analysis
Potential Analysis
Two weeks. Your processes mapped, the cost of manual work quantified in your own hours — and an honest ranking of what pays off first.
The problem
Most IT decisions are made without numbers.
Almost every company knows that time is lost somewhere. Almost none knows where exactly and how much. Two equally expensive mistakes follow: you automate the process that hurts loudly, instead of the one that costs a lot — or nothing at all, because the effort can't be justified.
The Potential Analysis replaces gut feeling with a number. Not an industry average from a study, but your hours, in your operation, measured on your processes.
«Doing nothing isn't free. It just doesn't show up on any invoice.»
The process
What happens during the two weeks.
From your side, around three to four hours, spread over two weeks. We do the rest.
Kickoff session, 90 minutes
We set the frame: which areas we look at, who runs the processes and how you would notice, in six months, that something has improved.
Observe rather than survey
We talk to the people who run the process every day — not just management. The truth about a process is rarely known by whoever described it.
Measure and calculate
Every step gets a quantity model: how often, how long, how error-prone, who waits for whom. From that comes the number — hours per year, converted into your internal costs.
Prioritize and write
Every candidate is ranked by effort and return. What doesn't pay off drops out — with a rationale, so the question doesn't come back in a year.
Handover, 60 minutes
We go through the document together. You receive it in writing — not a presentation no one finds after the meeting.
The result
What the document contains.
- Process map
- Your workflows as they actually run, not as they read in the manual.
- Cost accounting of manual work
- Hours per year per process, valued with your internal costs.
- Prioritized ranking
- What pays off first, what can wait, what you're better off doing by hand.
- Business case per candidate
- Effort against return — traceable, so you can decide.
- The documented no
- What isn't worth it is written down — with a rationale, instead of being quietly sold.