Typical operating constraints
- Department optimisation replaces flow optimisation
- Process documents diverge from real work
- Automation scales existing waste
YaoVector / Solution
Workflow & Operating Model Redesign
Redefine end-to-end workflows, decision rights, roles and operating mechanisms around business outcomes.
01 / Constraint
The constraint is an operating break, not a missing tool
Cost of leaving it unresolved
- Handoffs and rework grow
- Accountability remains unclear
- Change fails to sustain
02 / Outcomes
Outcomes and fit
Designed for growth-stage businesses with a clear outcome, accountable owner and a workflow available for validation.
- 01Shorten critical business cycles
- 02Clarify people, agent and system ownership
- 03Embed improvement into operating cadence
03 / Review before commitment
Review real outputs before expanding commitment
These are method and deliverable descriptions, not unverified customer outcome claims. No sensitive data is needed for the first conversation.
Constraint and opportunity map
Separate verified facts from hypotheses, and clarify problems, owners and priorities.
Metric and evidence register
Baselines, formulas, sources, windows and evidence status are recorded.
Validation decision memo
Continue, adjust or stop thresholds prevent an open-ended pilot.
Start with one concrete constraintReply in 1–2 business days · Start with non-sensitive context
04 / Architecture
From shared facts to sustained operation
Value-stream and constraint diagnosis
Establish shared facts and explicit accountability.
Target operating model
Connect critical work into an observable operating flow.
Digital workflow and operating cadence
Improve operations through measures, exceptions and review.
05 / Modules
Included product modules
Value-stream and constraint diagnosis
Identify waits, rework, bottlenecks and control gaps through customer outcomes and end-to-end time.
Target operating model
Define decision rights, roles, service levels, controls and people-agent-system responsibilities.
Digital workflow and operating cadence
Embed the target flow in tasks, reviews, measures, exception handling and continuous improvement.
06 / Six-loop delivery
Six-loop implementation
Each loop has explicit outputs, owners and criteria for moving forward.
- 01
Identify the constraint
Confirm the intended outcome, users, current flow and highest-value constraint.
- 02
Establish the baseline
Define measures, sources, current state and what remains unverified.
- 03
Design the target system
Specify architecture, workflow, accountability, controls and validation plan.
- 04
Validate in scope
Test usability, risk and real adoption inside a controlled business boundary.
- 05
Enter daily operation
Complete integrations, role enablement, exception handling and operating handover.
- 06
Measure and evolve
Review outcomes, flow efficiency and quality before expanding or adjusting.
07 / Measurement
Baseline first, value second
These are dimensions to baseline, not unverified promises of uplift.
Business outcomes
Measure the intended operating outcome against an agreed baseline without presupposing uplift.
Workflow efficiency
Measure end-to-end time, waits, rework, response and exception recovery.
Adoption and quality
Measure real use, first-pass acceptance, review burden, provenance and reliability.
08 / Evidence
Transparent evidence status
No unauthorised client case or outcome figure is published here. Evidence is shown only after disclosure, baseline, period, definition and source review.
Before committing
Questions and suitability boundaries
Use existing records to validate the problem, then agree participants and pilot scope. This is diagnostic guidance, not an outcome promise.
Sales expertise does not scale beyond a few people
How can we check whether this is our problem?
Compare won, lost and stalled opportunities. Look for customer evidence at each stage, not only the stage label entered by a rep.
Explore the full diagnostic and validation path ↗Who should participate, and what should we prepare?
The sales lead owns stage criteria, experienced reps contribute examples, and frontline managers coach the practice.
- Authorised, redacted deal and conversation excerpts.
- Stage definitions and existing training material.
- New-rep difficulties and manager coaching records.
Share only non-sensitive context at first contact. Detailed records require authorisation and redaction.
When should we not start implementation yet?
Without customer evidence or permission to use real examples, do not jump straight to a generic AI script library.
Expand when different reps can reach similar judgements from the same evidence and explain exceptions.
09 / Engagement
Start with focused validation
Designed for growth-stage businesses with a clear outcome, accountable owner and a workflow available for validation.
- Timing
- Timing is set after diagnosis and baseline confirmation
- Model
- Focused validation, expandable into forward-deployed co-creation