“We’ve grown quickly, and we lack structure and documentation”
This might be you if:
- Onboarding new people takes far longer than it should
- The same question gets a different answer depending on who you ask
- A handful of colleagues are carrying knowledge that exists nowhere but with them, which is a weight on them as much as a risk to the business
- Expanding into a new market means starting from scratch each time
- An auditor, regulator or investor has asked for documentation you don’t have
Rapid growth produces knowledge that sits with individuals rather than within the organisation. It works until it does not. The ceiling usually becomes visible at the point of scaling, standardising or entering a new market.
Documented processes are what allow an organisation to bring new people up to speed quickly, maintain consistency across markets, evidence compliance to auditors and regulators, and make decisions based on how the business actually operates rather than how it is assumed to. They also reduce the operational risk and personal load that accumulate when critical knowledge depends on a small number of individuals.
They are equally the precondition for automation and AI adoption. AI tools depend on well-defined processes, reliable data and explicit rules. Where those are absent, organisations either cannot deploy them or automate the wrong things at speed. Process documentation is rarely the reason a business commissions this work, but it frequently determines whether the next phase of its technology strategy is achievable at all.
Where we’ve done this
At Elevate Global, Florencia built the company’s first product process catalogue from scratch, across all its markets. Much of that work involved helping the business decide how it wanted to operate as a single global brand, and then identifying where each market needed to differ — because of local regulations, employment law, operational realities and cultural context. The output was a set of documentation standards and traceability frameworks the business could use in practice.
At BBC TV Licensing, through RAPP UK, she analysed and standardised a fragmented library of process maps and established the approach for maintaining them going forward.
Engagements run as fixed-term project contracts or retained advisory, and begin with an initial conversation to establish scope and fit. There is no cost or obligation attached to it. More on how we work.