A short look at your operations: a map of processes and systems, a plan ranked by impact. We see how the company actually works, not just how it looks on paper. In a few weeks you know where you stand.
An audit does not make sense for every company and not in every phase. Here are the typical scenarios when our clients come to us.
You feel the company is growing slower than it could, but you cannot name the specific bottleneck. The audit finds it.
You are about to buy an ERP, a CRM or anything big. Without an audit the purchase decision runs on gut feel. The audit prepares a shortlist that holds up economically.
You are preparing due diligence or a strategic plan for the group. The audit gives a view that sales and IT cannot see on their own.
The company is growing and the original processes stop being enough. The audit names which processes have to come off paper and Excel first.
A manager wants weekly reporting on the state of the company, but the inputs do not exist. The audit shows what would have to be measured and where the data sits today.
The audit runs as three connected phases and takes four to six weeks in total. Each phase has clear outputs, so you can stop or continue at any point. We have run over 50 audits with the same method, most recently in a manufacturing company of 120 people, where the audit grew into a selection process among six vendors.
One to two weeks, of which a few days right at your place. We talk with people and watch how things actually work.
We turn collected inputs into a map of processes, systems and data. We name where time is lost.
Concrete steps ranked by impact and effort. A three-year plan with detail for the first half year.
Write to us what kind of company you have and what hurts most. We will come back with an estimate of the audit scope.
