What we look at
The infrastructure first: the servers, services, subscriptions and devices you pay for, where they run, what they cost, who can administer them and what happens on the day one of them stops. Most businesses we talk to are paying for at least one thing nobody has opened in a year, and are one laptop away from losing something they cannot re-create.
Then the processes on top of it. How an order, an invoice, a shift, a case or a customer actually moves through the business end to end — including the steps that live in somebody's inbox, on a shared drive or in a spreadsheet that only one person understands, and appear in no system at all.
How we work through it
On site or on a call, with the people who do the work rather than only the people who own it, because the second group describes the process as designed and the first describes the one that is running.
We map each workflow step by step and mark three things: where the time goes, where the same fact is typed in for a second time, and where the work waits on somebody being at their desk. Then we rank what could be changed by what it costs against what it gives back, and go through that ranking with you rather than handing it over.
What you end up with
A written report you own: what you run now, what it costs, where the friction is, and a prioritised list of improvements with an estimate of effort and of payoff against each one — plus the first thing worth doing on Monday morning.
Where part of the answer is software, we say so and quote it as its own project under the terms above. Where it is not, we say that too. The report is useful to whoever you hand it to, including another supplier.