Process Re-engineering
Most processes deserve a redesign before they are automated. We focus on the ones where the redesign actually changes outcomes, and we get out of the way once the new design is running.
Why it matters
Automation accelerates whatever process you point it at — including a bad one. The cheapest way to avoid scaling waste is to redesign deliberately before the platform locks the design in for years.
A useful re-engineering effort starts with the process owner and the people doing the work, not with a swimlane diagram. We map current state quickly, identify the handoffs and decisions that actually drive cycle time, and challenge the rules that exist because no one questioned them.
The output is a redesigned process that is measurably better — fewer steps, clearer ownership, faster decisions — before any automation is configured. Then automation gets aimed at the new design, not at the legacy one.
This sounds obvious. In practice, most automation programs skip it.
How Amazon Consulting helps
A re-engineering engagement should produce changes that operators feel within weeks. We design ours to.
Frame & measure
Define the process scope, current performance baseline, and the outcomes that count. No baseline, no engagement.
Redesign with operators
Working sessions with the people doing the work. Challenge handoffs, decision rights, and policy assumptions. Design for the 80%.
Pilot & measure
Run the redesigned process with a small population, measure honestly, iterate before scaling.
Automate the new design
Configure platform workflows against the redesigned process — not the legacy one.
Recent engagements
Recent re-engineering work has touched incident-to-resolution flows, employee onboarding, vendor onboarding, and procurement intake. Specifics under NDA.
Related services
Redesign first. Automate second.
A focused six-to-eight-week re-engineering engagement usually pays back inside the first quarter of operation.