How the work actually runs.
The only people who can describe your processes are the ones running them every day. OrgiAi interviews them, turns what they say into something you can work with, and keeps every finding tied to the sentence it came from.
The gap between the process document and the work
In most organisations, processes are written once and never read again. The work changes in the years that follow; the document does not. What is left is a procedure nobody follows and a way of working nobody wrote down.
Work drifts outside the definition
Tasks that appear in no job description become the job itself. The answer to "who does what" lives in people's heads, not in the org chart.
Waiting is invisible
How long a step takes can be measured. How long it waits for an approval is not — and that is where most of the week goes.
Knowledge sits with one person
Every organisation has a few people whose holiday stops something. Everyone knows who they are. Nowhere does it say so.
Four steps
The discovery phase of a consulting engagement, structured — and holding the same standard of evidence.
Interview
The employee explains in their own words, at their own pace. The assistant asks the follow-ups: how long does that take, how often, which system, who does it go to next.
Extraction
The conversation becomes structured work items: the step, its duration and frequency, the systems touched, the problems described, and who the work is handed to.
Review
Every extraction reaches a person with the employee's own sentence beside it. Nothing moves forward unapproved.
Analysis
Approved findings produce process maps, effort distribution, the collaboration network and bottleneck analysis.
This is the product's most important constraint. What forms the report is not what the model said but what a person confirmed — because a document you put in front of a client is an opinion until its source can be shown.
What you get
All of it computed from the same interviews, so all of it agrees with itself, and every figure opens back to where it came from.
Department board
Where each unit's weekly hours go, how much of it is spent waiting on something outside their control, and which department they are held up by.
End-to-end process map
A swimlane diagram of the company's work from start to finish: which unit does what, where work crosses a boundary, where it stops.
Collaboration network
Who waits on whom — and for what. Click a person: what they receive, what they hand on, and the work behind every link.
Bottlenecks
The blockages employees describe themselves, grouped by recurring theme. One person's complaint is separated from four departments' shared problem.
Job description gap
Work people described that appears in no job description; and responsibilities the job description lists that nobody mentioned.
Effort distribution
Weekly hours by unit, split into manual work, work inside a system, and waiting. Items with no stated duration or frequency are left out.
Why it can be trusted
The easiest thing an analysis tool can do is produce confident numbers with no source behind them. OrgiAi is built around not doing that.
How does the work in your company actually run?
Start with one pilot department. A handful of interviews is enough for a first process map and a first list of bottlenecks.