Archives: Chaploop
Chaploop™ Chaploop™ | Operations | Perform
Implement, AI executes, people decide
Plans only create value when they are put into practice. Improvements need to be rolled out into daily work, where automation and AI can take over repetitive tasks while people remain responsible for reviews, approvals, and decisions. This shift frees up time for higher-value activities and builds confidence that the system can be trusted.
Delivery is never a one-off event. Rolling out, testing, adjusting, and supporting adoption happen in short cycles. By tracking progress and measuring results, organizations prove the value of change and create the foundation for the next improvements.
11. Implement Solutions
Ideas turn into reality when they are embedded in the tools that people use every day. Automation flows are set up in marketing platforms such as Adobe Marketo or HubSpot. Journeys extend into CRM systems like Salesforce or Microsoft Dynamics, and into social channels such as LinkedIn. Cross-platform orchestration with tools like Make.com connects these elements, while AI solutions such as OpenAI and Google bring intelligence to repetitive tasks. Routine work is automated while people stay responsible for decisions and approvals. This makes improvements visible in daily operations and ensures they create measurable value.
12. Test & Adjust
Early use often reveals details that look different in practice than they did on paper. Outputs are validated, processes refined, and issues resolved quickly. Short feedback cycles keep solutions reliable and strengthen trust among the teams using them.
13. Adopt & Migrate
New ways of working only succeed if people truly use them. Adoption is supported with clear guidance, training, and space for feedback. At the same time, older processes are phased out to avoid duplication. This helps the improved way of working become the accepted standard.
14. Measure Value
The final step is to track outcomes against the goals that were set at the start. Results are measured in efficiency, effectiveness, or customer impact. Showing where value is created proves success, strengthens support, and builds the case for the next cycle of improvement.
Chaploop™ Chaploop™ | Operations | Align
Bridge tech, data, and people with a roadmap
Good ideas are not enough on their own. To create impact, improvements need to be connected into a plan that people can follow. Turn loose ideas into a structured roadmap that bridges technology, data, processes, and people.
A roadmap is more than a list of projects. It sets out who will take responsibility, when things will happen, and how adoption will be supported. Without this step, even the best solutions risk being delayed, misunderstood, or never used at all. This ensures everyone knows what to expect and how success will be measured.
7. Plan Roadmap
Initiatives are connected into one clear plan. Each phase has its own objective, with work divided across technology, process, data, and change management. This way of structuring avoids endless lists and creates a path that feels achievable. By showing progress in steps, the roadmap builds trust and keeps momentum.
8. Assign Ownership
Every initiative needs accountability. Ownership clarifies who makes decisions, who takes responsibility for adoption, and who keeps the improvement alive once delivery is done. Without clear ownership, projects stall or fade away. With it, change sticks and people know exactly what is expected of them.
9. Design Solutions
At this point, the future process is shaped into a complete solution design. The full architecture is defined, placed in the wider landscape, and built on proven practices. Past experiences and lessons learned are taken into account. The result is a design that is realistic, scalable, and ready to use.
10. Plan Delivery
A delivery plan defines how work will actually happen. Roles and responsibilities are made explicit, timelines are clear, and milestones are planned in an agile way. Iterations show early progress and make it possible to adapt quickly. This provides clarity, reduces uncertainty, and keeps everyone engaged.
Chaploop™ Chaploop™ | Strategy | Hypothesise
Identify valuable fixes, cut waste
Once there is a clear view of how work really happens, the next step is to decide what to change. The aim is not to automate everything at once but to focus on the fixes that bring the most value soonest. Many inefficiencies can be solved by removing unnecessary steps or clarifying ownership before any new technology is added.
This stage also separates what people should keep doing from what machines can take over. Judgment, creativity, and empathy belong to people. Repetitive tasks, data handling, and routing are better suited for automation and AI. By making these choices consciously, organizations avoid over-engineering and set realistic expectations for impact.
The outcome of this stage is a set of clear, prioritized business cases. These define where to invest and what needs to be proven for success. Without them, improvement efforts risk becoming unfocused or disconnected from measurable value.
4. Generate Ideas
Workshops and brainstorming sessions bring teams together to identify improvements. Ideas can range from simple process fixes to ambitious redesigns. These are then mapped into a first draft of the future process, showing how work could flow more smoothly. Involving the people who do the work ensures that the design reflects reality while opening the door to smarter, more efficient ways of working.
5. Prioritise Value
Not every idea is worth pursuing. Initiatives are ranked by potential impact, feasibility, and time-to-value. This balances quick wins with longer-term developments and directs effort to the areas where it will make the biggest difference.
6. Build Cases
Each initiative is backed by a clear business case. Outcomes, success metrics, and the evidence required to justify investment are defined upfront. This creates focus and provides a way to measure whether improvements deliver the value expected.
Chaploop™ | Strategy | Check
Analyse how work really happens
You cannot fix what you do not see. In many organizations, processes look neat on paper but unfold very differently in practice. Workarounds, shadow processes, and unspoken habits quietly shape how things get done. That is why the first step in Chaploop is to check how work really happens.
By observing, asking questions, and capturing details, a baseline is created that reflects reality, not theory. This step often reveals surprises. People discover where effort is wasted, where tools are underused, and where frustrations build up. Without this clear picture, every improvement plan risks solving the wrong problems.
1. Map Processes
The first step is to document how work really flows. This includes both what a lead or customer experiences and what marketers and sales do daily. Campaign preparation, follow-up, and task handovers are traced step by step. The mapping shows official procedures alongside the workarounds people rely on, often revealing why results vary or why effort takes longer than expected.
2. Assess People
Processes only work when people use them effectively. Interviews and workshops uncover how confident teams feel, how well they understand the tools available, and where they rely on manual work instead of proper systems. This assessment highlights where enablement is needed and where hidden expertise could benefit the wider team.
3. Review Data & Tech
The final check is on data and technology. Accuracy, usability, and system connections are evaluated to see whether they support or slow down daily work. This review reveals issues that block progress and surfaces untapped opportunities to improve efficiency.
Chaploop™ Chaploop™
Build momentum in a continuous cycle of compounding successes
Real change does not happen in a single project or handover. It happens step by step, in loops of learning and improvement. The Chaploop™ provides that rhythm. It helps teams check reality, identify valuable improvements, connect people and systems, and bring ideas to life with automation and human judgment.
Each loop builds on the last. By measuring outcomes, listening to feedback, and refining along the way, organizations compound success. Every cycle creates more value than the one before.
Strategy
Strategy defines where to focus. These stages provide the insight and direction to decide what should change, why it matters, and how value will be proven.
Check – Analyse how work really happens
Improvement starts with an honest look at the current state. This stage uncovers how processes, people, and technology actually work in practice, not just how they appear on paper.
- Map processes including workarounds and shadow steps
- Assess skills, adoption, and team readiness
- Review data quality, integrations, and system performance
Hypothesise – Identify valuable fixes, cut waste
With the current picture clear, potential improvements are explored and prioritized. Focus is placed on changes that deliver real value soonest.
- Generate ideas for new or redesigned processes
- Prioritise initiatives by impact, feasibility, and speed
- Build business cases to define success and focus investment
Operations
Operations make strategy real. These stages connect people, systems, and data in a practical plan and deliver improvements into daily work.
Align – Bridge tech, data, and people with a roadmap
Loose ideas become a practical plan. This stage creates a roadmap that makes improvements manageable, with clear ownership and realistic design.
- Plan phases with objectives across technology, process, data, and change
- Assign ownership and accountability for adoption
- Refine solution design and architecture with best practices
- Prepare delivery with agile milestones and cadence
Perform – Implement, AI executes, people decide
Improvements are rolled out into daily work. Automation and orchestration take over repetitive tasks, while people stay in charge of judgment and approvals.
- Deploy solutions in marketing platforms, CRM, social, and AI tools
- Test outputs and adjust quickly in short cycles
- Support adoption and phase out old processes
- Measure outcomes to prove and sustain value
