When your systems feel clunky, it’s tempting to start looking for new tools - a slick new platform, a better app, the software equivalent of a fresh start.
But the real fix usually starts somewhere else: understanding what’s actually happening beneath the surface. If you skip that step, you’re likely to treat the symptom, not the cause.
It’s like replacing all your light fixtures when the problem is faulty wiring. Flashy fix, same old flaw.
Before you overhaul anything, pause. Assess what’s actually happening. Understand what you already have and what it really needs.
Step 1: Understand the Goal
“The process is inefficient!”
“This platform is ancient - it’s time for an upgrade!”
Valid frustrations. But not goals.
A good goal gives you direction. It’s something clear - a specific, actionable outcome - that you can work toward and use as a gauge for whether a change is having an impact. For example:
“We need to shorten the time between content submission and publishing.”
“We want to eliminate manual data errors.”
“Clients should receive deliverable notifications faster.”
Before making any changes, ask: What are we really trying to accomplish?
Speed? Accuracy? Better communication? Less frustration?
If no one can give you a clear answer, your job might be to help shape that goal. You can't fix a process - or choose a tool - if you don’t know what problem you’re solving.
Step 2: Map the People and the Process
People are great at describing their pain points. The hard part is figuring out what is actually causing them. That’s where mapping helps.
In siloed organizations, one team may offer a detailed view of a single step but not how that step fits into the broader picture. Without that full context, you can end up solving the wrong problem entirely.
Why mapping matters:
It reveals disconnects and redundancies.
It surfaces silent pain points.
It gives you clarity - and credibility.
Try this 5-step process:
Listen carefully. Capture frustrations and feature requests. Repeat them back for clarity.
Translate into goals. Make goals specific and measurable.
Map the workflows. Don’t overcomplicate it. Hand sketches or slides work great.
Listen again. Revisit the pain points with your map in hand.
Draft updated goals. Compare them to your starting point. If they align, you’re ready to move. If not, great! Now you have real data and insight to work from.
(Bonus: leaders love hearing you’re making a “data-informed decision.”)
Tips for Documenting Workflows
If you’re lucky, your teams already have documentation. If not, or if it’s outdated, roll up your sleeves!
Try this:
Shadow people as they perform common tasks.
Make it clear you’re observing, not evaluating.
Ask: “Who does this task? What happens next? Who touches what system, and when?”
Diagram hand-offs. Make it visual. Review with the people who do the work.
Accuracy matters! These diagrams are not just for clarity. They become the foundation for tool evaluations or change management later on.
(Pro tip: Workflow diagrams are a great way to bring objectivity to a finger-pointing environment.)
Step 3: Analyze and Quantify
Now that you have goals and workflows, dig into the data.
Ask:
Where does time pool up?
Are there steps we can skip or streamline?
Where do delays or mistakes happen most?
Do certain approvals always slow things down?
Look for patterns:
Bottlenecks.
Points of friction.
Risky or error-prone hand-offs.
Bright spots that could scale.
Focus on moments in the workflow where a small change could have a big impact.
Step 4: Pinpoint Needs, Priorities, and Risks
With real data in hand, start identifying:
What needs to change?
What’s a process issue vs. a tool issue?
What are the benefits and risks of each path?
Example:
A research team pushed for a new data platform to fix persistent errors. But when they mapped the workflow, the real issue turned out to be inconsistent formatting in client-submitted spreadsheets. Research analysts and data operations were using different templates.
The solution? Align the templates. The errors disappeared. No new system required.
Takeaway: Sometimes the fix is smaller, cheaper, and right under your nose.
Step 5: Recommend and Present
By now, you have done something powerful: not only have you identified a problem, but you have built shared understanding around it.
That makes you a valuable type of expert - not because you have all the answers, but because you know the right questions to ask.
When you present:
Don’t go for a dramatic reveal.
Share your findings to test understanding.
Walk through assumptions and show how you arrived at your recommendations.
Invite feedback. Clarify tradeoffs. Be honest about what is still uncertain.
Frame your presentation as a shared discovery, not a pitch.
What Makes You Invaluable
You don’t need to be a systems expert to lead this kind of change. Curiosity, persistence, and thoughtful observation go a long way.
The hard part is taking the time to understand what’s really happening. It’s the step many teams skip, yet makes the difference between a quick fix and a lasting one.
This kind of attention doesn’t just improve processes. It builds clarity, alignment, and trust. And that’s what makes your work truly valuable.
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