Process improvement projects often deliver thicker manuals and thinner change. We do the opposite: a small number of processes redesigned in real depth, with the operating leaders accountable from week one, and the redesign measured against actual outcomes a quarter later.
When clients come to us
When operational cost is rising faster than revenue and nobody can attribute the drag to specific processes. When customer experience metrics are slipping in a way that suggests process drift. When two acquired businesses are running incompatible processes that the integration plan has not yet addressed. Often when a COO is preparing the operations function for a step change in scale.
How we work
A senior advisor walks the priority processes end to end — order to cash, fulfilment, customer onboarding, whichever the business depends on — alongside the operating team. We redesign the processes in a focused workshop sequence with the people who run them, then support implementation through the first cycle. The operating leader owns the result.
What we deliver
- Process map and friction-point diagnostic
- Redesigned process with documented standards
- Roles, responsibilities and handover protocols
- Performance measurement and review cadence
- Implementation plan with named owners
- Quarterly review against outcome metrics
Typical engagement
Process work runs eight to sixteen weeks per priority area. On our side, a senior advisor leads with one process specialist. On the client side, the COO or operations director is the principal counterpart, with the operating leaders running the redesign workshops. Finance and HR are involved where the redesign affects their domains.
Why CGLA
We focus on a small number of processes, designed in depth, owned by the operating team. The senior advisor on the engagement has run operations as well as advised them, which means the redesign survives contact with a busy team. We are not selling system licences.
