Software does not transform companies; processes do. My deepest operational experience is process harmonisation: at BBC group I led the unification of six subsidiaries' business processes — sales, service, marketing, invoicing — into one system landscape.
The method matters more than the tool. First, archaeology: map how work actually flows, not how the handbook claims. Second, the 80% rule: standardise what is genuinely common, protect what is genuinely local. Third, adoption as the metric: a process only exists if people follow it without being watched.
I bring the same lens to clients at the eksperts — from restaurant groups digitising staff operations to fiduciaries automating compliance workflows. The pattern never changes: understand, simplify, then digitise. Companies that digitise chaos get faster chaos.
Process work is unglamorous and decisive. It is also where most transformation budgets are won or wasted — usually before anyone opens a laptop.
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