Discover the workflow
Observe representative work and identify the cost of today’s hand-offs. Agree a business owner, the scope of a first release and the evidence that would make it worthwhile.
A deliberate path from a worthwhile problem to a working system, with decisions, responsibilities and evidence at each stage.
Start with an Opportunity SprintThe starting question
We work through decision gates rather than assuming every idea belongs in production. The first gate is whether the workflow is worth changing. The next is whether the information, integrations and controls can support it. A successful demonstration is an input to that decision, not the decision itself.
At each gate: a written decision, its supporting evidence, open assumptions and named owners for the next stage.
The work / From design to operation
Observe representative work and identify the cost of today’s hand-offs. Agree a business owner, the scope of a first release and the evidence that would make it worthwhile.
Map data, models, software, integrations and human decisions. Decide what the system may do, what it must ask about and how it fails safely.
Develop against real examples and review the workflow with its users. Test incomplete information, unsupported requests, connection failures and changed permissions—not only ideal inputs.
Agree operating responsibilities, monitoring and a rollback path. Add use cases only when the first workflow is understood well enough to support them.
Designed into the system
A decision-ready discovery output
Explicit approval and stop conditions
Representative acceptance tests
An agreed support and improvement model
The recommendation should say so. A simpler integration, better search or conventional automation may solve the problem more reliably. Discovery is valuable when it prevents an unsuitable build.
At minimum, the workflow owner and somebody who understands the current systems. Security, legal, data and operational colleagues join where the consequences and dependencies require their input.