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metison

Map the work.Know where AI belongs.

Staff interviewed in a conventional study

1–2%

Asked by Metison

100%

We interview everyone in your organisation — not a sample of twenty. What comes back is a map of how the work actually runs, and where it gets stuck.

How it works

The six steps in full

  1. 01

    We ask everyone

    Fifteen minutes each, in their own language, from their own desk. Nothing to install, no access to your systems, and no IT project to wait for before it can start.

  2. 02

    The gap comes out

    Where the work waits, where it goes around the system, where it rests on one person, and where what you expect and what happens have come apart.

  3. 03

    You get the map, and what to do with it

    Ranked, evidenced, and honest about what we could not establish — including the processes to leave alone and the ones that should simply disappear.

The gap between the process you expect and the one that runsA dashed line marked “as expected” runs level across the top, with squares on it marking the events a system records. A solid line marked “as it runs” rises to meet every square but drops below between them: into a measured stretch of waiting, into a deep detour through tools outside the system, and through a single point that the whole chain funnels into. One square on the dashed line is struck through and never met at all — a documented step nobody performs. Everything between the two lines is shaded.As it runsthe part that goes to planWaitingand nobody chases itAround the systemspreadsheet, group chat, phoneOne personthe chain runs through themDocumentedand nobody does itAs expected
The squares are the only moments a system records, and the real work meets every one of them — which is why the dashboard looks fine. Everything shaded happens in between, where no log, no dashboard and no process-mining tool can reach it.

What it solvesYou should not invest on an expectation.

Similar cases, different outcomes

Two people in one role reaching the same result by different routes. You get the routes that exist in no system — the spreadsheet, the group chat, the phone call — and what each one is working around.

Deadlines missed, and no one can say where the time went

Handovers nobody picks up on the receiving side. You get where the work leaves a department, who is meant to catch it, and what happens in the gap.

The new system is not used the way it was meant to be

You get which steps run outside the system, in which roles, and the reason people give for working that way.

The way we think it works is not how it works

You get, per role, where expectation and reality diverge — which steps nobody has written down, and which nobody performs any more.

What you get

Plan an intake call
  • Deliverable 01

    The map

    How the organisation really works: the roles and how many people are in each, the processes and their steps, the handovers and where the work sits waiting, the systems nobody ever sanctioned, where knowledge rests on one person, and what is written down nowhere.

    This is the product.

  • Deliverable 02

    The redesign

    Which processes deserve to be redesigned with AI in them, which stay untouched, and which should disappear. Ranked, with the number of people behind each one, and with a section on what stays human and why.

    This is what the map tells you to do.

  • Deliverable 03

    The build

    The redesign leaves as a specification that can actually be built: what the software must do, on the process as it really runs. Who builds it is your choice — an implementation partner, a supplier you already have, or your own team.

    Specified by us. Built by others.

See the full method