--- title: Operational Improvement Review | The Systems Lab® description: A structured, senior-level review of how your organisation operates, what is getting in the way today, and what needs to change next. image: https://www.thesystemslab.io/hubfs/Imported%20sitepage%20images/Operational%20Improvement%20Review.png --- [Skip to main content](https://www.thesystemslab.io/operational-improvement-review#main-content) [![The Systems Lab Logo ](https://www.thesystemslab.io/hs-fs/hubfs/Logo%20-%20Primary-1.png?width=220&height=50&name=Logo%20-%20Primary-1.png) ![The Systems Lab Logo](https://www.thesystemslab.io/hs-fs/hubfs/Logo%20-%20Primary-1.png?width=220&height=50&name=Logo%20-%20Primary-1.png) ![The Systems Lab Logo](https://www.thesystemslab.io/hs-fs/hubfs/Logos%20and%20Favicons/Logo%20-%20Primary-1.png?width=220&height=50&name=Logo%20-%20Primary-1.png)](https://thesystemslab.io?hsLang=en) - [Home](https://www.thesystemslab.io) - [About](https://www.thesystemslab.io/about) - Show submenu for Services Services - [Operational Improvement Review](https://www.thesystemslab.io/operational-improvement-review) - [Consultancy](https://www.thesystemslab.io/consultancy) - [Fractional COO/CIO](https://www.thesystemslab.io/fractional) - [Contact](https://www.thesystemslab.io/contact) Open main navigation Close main navigation - [Home](https://www.thesystemslab.io) - [About](https://www.thesystemslab.io/about) - Show submenu for Services Services - Services - [Operational Improvement Review](https://www.thesystemslab.io/operational-improvement-review) - [Consultancy](https://www.thesystemslab.io/consultancy) - [Fractional COO/CIO](https://www.thesystemslab.io/fractional) - [Contact](https://www.thesystemslab.io/contact) - [Free Assessments](https://www.thesystemslab.io/#free-assessments) [Free Assessments](https://www.thesystemslab.io/?hsLang=en#free-assessments) # Operational Improvement Review   ## Understand how your organisation should operate, what is getting in the way today, and what needs to change next. The **Operational Improvement Review** provides a structured, senior-level assessment of how the organisation operates today and what needs to change to support what comes next. It looks across the operating environment as a whole, rather than treating individual symptoms in isolation. [Book an Initial Conversation](https://www.thesystemslab.io/meetings/sarah-van-aswegen/book-a-call?hsLang=en) ![Sarah van Aswegen at a laptop](https://www.thesystemslab.io/hs-fs/hubfs/Sarah%20van%20Aswegen%20Images/Sarah%20van%20Aswegen_Hero.png?width=409&height=595&name=Sarah%20van%20Aswegen_Hero.png) ## Understand the current state See how the organisation actually operates today across processes, systems, ownership, information and execution. ## Design the future state Establish how the organisation needs to operate to support its next stage of growth, change or transformation. ## Prioritise what changes next Identify the material gaps and sequence the operational, technology and AI improvements that will create the greatest value. ## When the operating model no longer matches the organisation   When an organisation grows, restructures, introduces new technology or changes strategic direction, the way it operates does not always keep pace. Processes become more complex. Systems accumulate. Responsibilities blur. Manual work increases. Decisions take longer. Technology is added without resolving the underlying operating problem. Operational problems rarely exist in one place. A process issue can create a systems workaround. A systems problem can create manual effort. Poor information flow can slow decision-making. Unclear ownership can pull senior leaders back into day-to-day operations. New technology can add complexity rather than remove it.   ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Growth & capacity Growth is increasing complexity faster than the organisation can absorb it.   ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Processes & ownership Work depends too heavily on particular people, informal processes or unclear responsibilities. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Systems & information Tools overlap, information is fragmented and manual workarounds have become normal operations. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Change, technology & AI Restructure, transformation or AI ambitions are exposing weaknesses in the underlying operating model. The Operational Improvement Review creates a joined-up view of where the underlying issues sit and what needs attention first. ## Diagnose what exists. Design what is needed next. Improvement does not start with choosing another system, automating another task or introducing more AI. It starts with understanding the business requirement. 01 ### Current state How the organisation operates today. 02 ### Future state How it needs to operate in future. 03 ### Material gaps Where the significant constraints and gaps sit. 04 ### Technology, automation & AI Where they genuinely add value. 05 ### Priorities & sequence What should change, and in what order. ## When an Operational Improvement Review is relevant ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Growth has outpaced the way the organisation operates The business has changed, but processes, systems, responsibilities or ways of working have not kept pace. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Costs or capacity are under pressure Leadership needs to improve efficiency without simply adding people or cutting capability. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### The organisation is restructuring Changes to teams, responsibilities or strategy require processes and systems to be reconsidered. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Technology is creating wider operational friction Systems have accumulated, become fragmented or are no longer supporting the way the organisation needs to operate, and the technology problem appears connected to wider processes, ownership, information or operating-model issues. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Transformation priorities have changed Existing projects or investments need to be reassessed against current strategic priorities. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### AI has become a leadership priority But there is uncertainty about whether the underlying processes, systems, data and governance are ready to support it. ## A business-led review of how the organisation operates ### The Review covers: ## Strategy & operating model Understand whether the way the organisation is structured and operated still supports what it is trying to achieve. ![Report - Strategy Icon](https://www.thesystemslab.io/hs-fs/hubfs/Report%20-%20Strategy%20Icon.png?width=270&height=270&name=Report%20-%20Strategy%20Icon.png) ![Illustration of two people fitting process pieces together](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20500x500/Processes%20icon.png?width=270&height=270&name=Processes%20icon.png) ## Processes & ways of working Identify where workflows, hand-offs, manual intervention or inconsistent delivery are creating unnecessary friction. ## Systems & information Assess whether technology and information support the way the organisation needs to work, and where complexity or underused capability is creating constraint. ![Illustration of connected systems feeding a central dashboard](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20500x500/Systems%20Information%20icon.png?width=270&height=270&name=Systems%20Information%20icon.png) ![Presenting icon](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20500x500/Presenting%20icon.png?width=270&height=270&name=Presenting%20icon.png) ## Ownership & governance Understand where unclear accountability, decision rights or governance are slowing execution or increasing leadership dependency. ## Technology, automation & AI Identify where technology, automation and AI genuinely add value based on the operating requirement, rather than the availability of a particular tool.     [Book an Initial Conversation](https://www.thesystemslab.io/meetings/sarah-van-aswegen/book-a-call?hsLang=en) ![Collaboration icon](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20500x500/Collaboration%20icon.png?width=270&height=270&name=Collaboration%20icon.png) ## A structured process, designed to move from assessment to action Four stages, each building on the last: Diagnose, Design, Deliver and Optimise. ![Card 1](https://www.thesystemslab.io/hs-fs/hubfs/Images%201400%20x%20600/Card%201.png?width=1400&height=600&name=Card%201.png) ### Diagnose Understand how the organisation operates today and identify the material constraints, dependencies and sources of friction. Diagnose ![Card 2](https://www.thesystemslab.io/hs-fs/hubfs/Images%201400%20x%20600/Card%202.png?width=1400&height=600&name=Card%202.png) ### Design Define how the organisation needs to operate in future and what needs to change across the operating environment. Design ![Card 3](https://www.thesystemslab.io/hs-fs/hubfs/Images%201400%20x%20600/Card%203.png?width=1400&height=600&name=Card%203.png) ### Deliver Translate the findings into a prioritised Operational Improvement Roadmap and define the interventions required. Deliver ![Card 4](https://www.thesystemslab.io/hs-fs/hubfs/Images%201400%20x%20600/Card%204.png?width=1400&height=600&name=Card%204.png) ### Optimise Create the basis for implementation, measurement and continued improvement as the organisation evolves. Optimise ## What you will understand   By the end of the Review, leadership should have a clear view of:   ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Where the operating model is creating friction The structural issues affecting performance, capacity, cost, delivery or scalability. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Which problems are symptoms and which are underlying causes So effort is focused on the right issues rather than repeatedly treating the visible problem. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### How processes, systems and information need to work together Including where technology is helping, where it is creating complexity and where existing capability is being underused. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### Where automation and AI are appropriate Based on the operating need rather than on the availability of a particular tool. ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=36&height=36&name=Tick-Icon-Green.png) ### What should happen next A prioritised view of the changes required and the sequence in which they should be approached. Sarah has a high degree of integrity and exceptional strategic organisational capability. A seasoned professional. Iain Director Sarah's leadership is exemplary. She provided a strategic operational advantage that helped expand our business ambitions. Fraser CEO Sarah earned the Board's trust completely, and was asked to step in post-acquisition to dissolve the legacy business. Em CEO In a high-pressure, multi-agency government project, Sarah’s leadership kept the team steady and delivered results. Andrew Director ## One integrated review. One prioritised roadmap. The principal output is the **Operational Improvement Roadmap**. The roadmap brings together the findings from the Review into a structured, executive-level view of: ### Operational Improvement Review ## Book an Initial Conversation If growth, technology, cost pressure, organisational change or AI is exposing weaknesses in the way the business operates, the first step is understanding how those issues connect. The initial conversation is an opportunity to discuss what is happening in the organisation, what is driving the need for change and whether the Operational Improvement Review is the appropriate next step. [Book an Initial Conversation](https://www.thesystemslab.io/meetings/sarah-van-aswegen/book-a-call?hsLang=en) ### Operational Improvement Roadmap - ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=40&height=40&name=Tick-Icon-Green.png) What is working - ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=40&height=40&name=Tick-Icon-Green.png) What is creating constraint - ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=40&height=40&name=Tick-Icon-Green.png) What needs to change - ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=40&height=40&name=Tick-Icon-Green.png) Where technology and AI fit - ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=40&height=40&name=Tick-Icon-Green.png) What should be prioritised - ![Tick-Icon-Green](https://www.thesystemslab.io/hs-fs/hubfs/Icons/Icons%20120x120/Tick-Icon-Green.png?width=40&height=40&name=Tick-Icon-Green.png) The sequence in which change should be approached It provides the basis for the decisions and investment that follow. ### What happens next 01 #### The roadmap creates the basis It provides the basis for implementation. 02 #### The change may be broad This may involve changes to processes, systems, governance, automation, AI or the wider operating model. 03 #### The delivery route depends on the need Some organisations will deliver internally. Others may need a focused specialist intervention. Where issues are broader or interconnected, a wider transformation or implementation programme may be more appropriate. ### The purpose of the Review is to ensure those decisions are made from a clear understanding of the operating environment rather than from individual symptoms or technology choices. ## Senior-level operational and technology transformation experience The Operational Improvement Review is led from a business and transformation perspective rather than from the viewpoint of an individual technology or functional discipline. The work draws on senior operational, technology and transformation experience across complex organisations, with a focus on how strategy, operations and technology need to work together. That means recommendations are shaped by what the organisation actually needs to achieve, not by a predetermined system, methodology or technology solution. ![Sarah van Aswegen Images](https://www.thesystemslab.io/hs-fs/hubfs/Sarah%20van%20Aswegen%20Images.png?width=409&height=595&name=Sarah%20van%20Aswegen%20Images.png) ## Frequently asked questions ### What type of organisation is the Operational Improvement Review designed for? The Review is designed for organisations where operational complexity has reached the point that individual fixes are no longer enough. Typical triggers include growth, cost or capacity pressure, restructure, strategic change, systems complexity, transformation activity or the need to prepare the organisation for greater use of automation and AI. ### Is this a technology review? No. Technology is considered as part of the wider operating environment, but the Review starts with the business. The objective is to understand how strategy, processes, systems, information, ownership and technology need to work together, and where changes will create the greatest operational value. ### What if the primary problem is the technology estate itself? Where the main requirement is a strategic review of the wider technology estate, architecture, vendors, in-flight projects and opportunities for simplification or cost reduction, a dedicated **Technology Architecture & Optimisation Review** may be more appropriate. The Operational Improvement Review is the better route where technology issues are part of a broader operating-model problem. ### Is this an AI assessment? No. AI and automation are considered where they are relevant, but they are not the starting point. The Review first establishes how the organisation needs to operate. Technology, automation and AI are then considered in the context of that future state. If the primary question is specifically about organisational AI readiness, the **AI Readiness Scorecard** may be the better starting point. ### What do we receive at the end? The principal output is an **Operational Improvement Roadmap**. It brings together the findings from the Review into a prioritised view of the changes required and the sequence in which they should be approached. It is designed to provide leadership with a clear basis for decision-making and implementation. ### Does The Systems Lab® implement the recommendations? Implementation requirements depend on what the Review identifies. Some recommendations may be delivered internally, while others may require specialist or transformation support. Where appropriate, The Systems Lab® can support the next stage of delivery. ### What is the first step? Book an initial conversation. We will discuss the organisation, what is driving the need for change and whether an Operational Improvement Review is the appropriate next step. [**Book an Initial Conversation**](https://www.thesystemslab.io/meetings/sarah-van-aswegen/book-a-call?hsLang=en) ## Improve the operating model before adding more complexity   More people, more software and more AI will not resolve an operating model that is no longer fit for what the organisation needs. The first step is understanding how the business should operate, where today's model is getting in the way, and what needs to change next. 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