In het Nederlands

Explore it yourself · with a live demo of the navigator

Newway · the iAi-model

From core to improvement

The full cycle, step by step.
Twelve steps, one navigator, and a loop that never stops.

Follow usLinkedIn Instagram Facebook

What makes us unique

Strategy first. Then the people.
Only then the system.

From the strategy

Process

Insight: what the firm really does
Efficiency: where it leaks
Coherence: the chain as a whole

From the people

Journey

Through the eyes of people
Clear to everyone
Buy-in: people see themselves

From the implementation

Workflow

SOP and manual
Documentation
Test protocol

From the future

Evolution

Upgrade, change, addition
Without pain
Low cost

Strategy→People→System

Four blocks (five clicks)

What makes us unique fits into four blocks. [click] One: the process, from the strategy. What does this business really do, where does it leak, and how does the chain hang together as a whole. Not per department, but as one line from proposition to satisfied customer. [click] Two: the journey, from the people. The same organisation, but now through the eyes of the people who work in it and the customers who move through it. Not through the eyes of the systems. Clear to everyone, and that creates buy-in: people recognise themselves in it. [click] Three: the workflow, from the implementation. This is where insight becomes something you can build and hand over: a work instruction, a manual, documentation and a test protocol. [click] Four: evolution, from the future. An upgrade, a change, an addition. Without pain and at low cost, because we know exactly where it touches the process. [click] The order is the point: strategy, then people, only then the system. Most projects start with the system. We start with the strategy.

Anything is possible.

Foundation first

Then branch by branch

It comes into bloom

Fed from the core

Butterfliespeople who enjoy using itFlowersthe resultLeavesworkflows, the daily workTwigsthe subprocessesBranchesthe primary processesTrunkthe core strategySoilthe organisation, ever more solid

The tree (twenty-second video, then one click)

This is how we look at it. Odoo can do anything, AI can do anything. That is exactly why it starts with the foundation. First the trunk and the thick branches. Then it comes into bloom, branch by branch. And it stays fed from the core. [click] What you see is a business. The trunk is the core strategy. The main branches are the primary processes. The twigs are the subprocesses within them. The leaves are the workflows, the daily work of people. The flowers are the result. The butterflies are the people who enjoy working with it: when that happens, it keeps growing by itself, the way we intended. And the soil is the organisation, which grows along and becomes ever more solid. Foundation first, then the rest. That is what the whole cycle is about.

One partner, the whole chain

What we do

Analysis

Process analysis (iAi-model)
Strategic advice
Change management
Requirements and navigator

Implementation

Odoo as all-in-one ERP
Accounting, multi-company
Modules and API integrations
E-commerce, POS, hardware

Support

Managed services, helpdesk
Infra, cloud and security
Odoo upgrades
Changes and quarterly review

AI

AI Operating System
Automation with n8n
AI training for teams
Trust centre and AI policy

What we do (five clicks)

So what do we actually do? Four columns, one partner for the whole chain. [click] Analysis: the process analysis following the iAi-model, strategic advice, change management, and the requirements and the process navigator you will see a lot of in a moment. [click] Implementation: Odoo as all-in-one ERP, accounting including multi-company, our own modules and API integrations, e-commerce, point of sale and hardware. [click] Support: managed services and helpdesk, infra, cloud and security, Odoo upgrades, and change requests with a fixed quarterly review. [click] And AI: an AI operating system as a second brain, automation with n8n, AI training for teams, and a trust centre with our data and AI policy. [click] We do this as an Odoo Gold Partner, certified for ISO 27001 and NEN 7510. So also for healthcare and for organisations where data is sensitive. That is who we are. Now how it works.

First·The hinge

Business on top. IT below.
The work sits in between.

On top: why and whatStrategy, proposition, processes, the people who move through them.
Below: with whatOdoo, integrations, an AI layer. Technology that carries something out.
The hinge: the specificationWhat goes in, what comes out, who does what. The iAi-model is that hinge.

Without the hinge, the business talks in wishes and IT builds in features. That opens the gap every implementation falls into.

Deep dive·Step 1·Core

How we do the analysis

The analysis: five steps, twelve to fifteen days.

First understand the business, then the processes. Each step delivers material the next step needs.

Deep dive core · the analysis (five clicks)

Let us dive in: how do we do that analysis? Five steps. [click] The brand sprint: the structure and culture of the organisation, who they are, how they talk, what they find important. [click] The current state, the as-is: the business model through the Golden Circle and the Business Model Canvas, plus a POWER SWOT, in which we cross strengths, weaknesses, opportunities and threats into four strategies. [click] The future, the to-be: strategic choices through OGSM, the service as an answer to the customer through the Value Proposition Canvas, and the high-level value activities through the Process Model Canvas. [click] The process map: the management processes, the primary processes and the supporting processes, and below them the chain processes. The hinge between core and detail. [click] And the deep dive per process: a SIPOC session, the requirements prioritised, the controls such as systems and RASCI, and the workflow: how the work really goes. The inventory takes about four days, the whole analysis twelve to fifteen. And the project document grows with it: version 0.5 after the inventory, 0.9 after the deep dive.

Deep dive·Step 1·Core

In the navigator

The core in the navigator: five chapters, one page.

Deep dive·Step 2·Processes

How we build the process map

From Process Model Canvas to process map to SIPOC.

Deep dive processes · from canvas to process map (three clicks)

How do we get from the core to the processes? [click] With the Process Model Canvas. In it we line up the high-level value activities: what has to happen to get from proposition to satisfied customer? These are not processes yet, they are the value steps. [click] From that comes the process map, in three lanes. The management processes on top: strategy, policy, budget, improvement. The primary processes in the middle: the chain from proposition to satisfied customer, numbered 2.1 to 2.5. The supporting processes below: people, quality, systems, facilities, administration. And under each primary step hang the chain processes: 2.3 Sell becomes 2.3.1 to 2.3.4. The numbering is the coordinate system for everything that follows. [click] And then a SIPOC session per chain process: supplier, input, process, output, customer. With the needs, their priority, and the controls: owner, systems, rules. This is the level where you wire, measure and improve.

Deep dive·Step 2·Processes

In the navigator

Three layers, three clicks: process map, chain, SIPOC.

Deep dive processes · in the navigator (three clicks)

In the navigator that is three clicks. [click] You open on the process map: the three lanes, with the primary chain as arrows from proposition to satisfied customer. Here everyone points out where their work sits. [click] Click a chain and you see the subprocesses as blocks and the information flows between them. Blue is passing on to the next step. Orange is back to an earlier step, and that is usually where it gets messy. Green comes in from outside the process: a customer, a supplier, another system. [click] Click a block and you see the SIPOC: per step who supplies what, what comes out and for whom. With the needs as numbered chips and the controls alongside: RASCI, systems, KPIs, rules. From diagram to chain to step, and the numbering stays the same everywhere.

Deep dive·Step 3·Journeys

How we capture a journey

Around the table. One person or one object, the whole route.

Deep dive journeys · around the table (four clicks)

We do not pull a journey out of a system. We sit down with people. We pick one person or one object, a customer, an engineer, an order, a return, and we follow the whole route. [click] Per phase we ask: what do they do, what do they think, what do they feel? Where do they touch us: an email, a counter, a portal? [click] Below that we draw which processes that route crosses. A customer journey easily touches five subprocesses in three chains, and the pain sits exactly at the handovers. [click] And per phase: who is the owner at that moment? That question yields the most around the table, because often nobody knows, or two people each think it is the other. [click] What remains: the pain points and the opportunities, at the place in the model where they belong. That is the answer to why someone drops out.

Deep dive·Step 3·Journeys

In the navigator

The journey in the navigator: route, feeling, process and owner.

Deep dive·Step 4·Workflows

In the navigator

From journey moment to workflow: the manual and the test.

Deep dive workflows · in the navigator (three clicks)

From the journey we know at which moment something happens. The workflow says how. [click] Take the phase in which Jasper places his first order and is promised a delivery date. The workflow "Confirm a B2B order" hangs there. [click] That workflow is the manual: the steps an employee takes, each with who does it, in which system, and exactly what they do. Confirm the signed quotation as a sales order. Check availability per order line. Set the delivery date. Email the order confirmation. With the business rules alongside: no confirmation without stock or a manufacturing order, a delivery date only on a delivery day. [click] And with scenarios: the main path, the error path when a flavour is out of stock, and the webshop variant. Every scenario is a test script: per step the action, the expected result and the checkpoint. The key user tests the main path by hand, Newway the error path, and an agent runs the variant automatically on staging, again with every Odoo update. That is the bridge from work instruction to configuration, and from configuration to support.

Deep dive·Step 5·Requirements process

In the Requirements app

From need to functionality, as often as needed.

Deep dive requirements · the app (seven clicks)

If you want to know how such a step should be built, it goes into the requirements process. [click] On the left what the customer asks for, an extra tab, and below it what they need: when confirming, Daan sees which delivery date Bram can meet. On the right what that becomes in the functional design: the production date on the order line and a check on confirmation. From need to functionality, and that happens interactively, in the Requirements app. [click] Intake: we take the request and put it into our format. That is version zero. [click] Draft: case, goals and user stories, sharpened internally by the consultants. [click] Customer version: a readable version with a unique link, valid for seven days. The customer gives feedback per section. If something has changed, it goes back to draft and a new customer version follows. As often as needed. [click] Elaboration: the detailed write-up with a consistency check, hours and planning. Along the way one rule holds: the need, not the solution. One testable sentence per requirement, vague terms quantified, importance times urgency. [click] Functional design: the complete FD with separate build steps. [click] And the FD sign-off: the customer says GO. Then the implementation plan goes to the customer by email: the build steps, who tests, and the go-live date. That is step six. Only then is anything built.

Deep dive·Steps 6 and 7·Implementation

Back into the navigator

What the build delivers goes back into the navigator.

Deep dive·Steps 8 to 10·Operation

How a ticket flows

From ticket to backlog: one path, no surprises.

Deep dive operation · the path of a ticket (five clicks)

This is how a ticket flows. [click] A user has a question, a problem or a wish. It comes in through a form, an email, the chat or the phone, but it always lands in one place: the helpdesk. At the customer sits a SPOC, one reporter, who triages: is this a question, a bug or a wish? [click] First check: the navigator. Workflow, manual, test steps. Often the answer is already there. [click] If it is a bug, it goes to the helpdesk and we fix it under support. [click] If it is new or different, it becomes a change request and goes into the requirements process. Case, goals, user stories, feedback, elaboration, estimate. Separate requests that pop up along the way stay separate. [click] And then it lands on the backlog. Not as a loose wish, but worked out, with importance times urgency and the hours attached. That is where the change requests pile up, and we look at that pile once a quarter.

Deep dive·Step 11·Quarterly

The heatmap in the navigator

Where is the bottleneck? The heatmap over the model.

Deep dive quarterly · the heatmap (three clicks)

Every quarter we ask one question: where is the bottleneck now? That is what the heatmap is for. [click] Every process gets a severity from zero to four. Green is low, yellow medium, orange high, red critical. That severity comes from the tickets, the change requests and what we hear in the quarterly review. [click] The colour rolls up to the heaviest link: a chain turns as red as its heaviest subprocess. So on the process map you see at a glance where it hurts. [click] And one process is the constraint: the link that sets the pace of the whole chain. That is what the conversation is about. Goldratt: improving anywhere else changes nothing for the whole. Several lenses can exist side by side, for example the current state next to the expected state after an upgrade. Same model, different lens.

Deep dive·Step 11·Quarterly

Through the other lens

One constraint. Which journeys, workflows and CRs hang on it?

Deep dive quarterly · through the other lens (three clicks)

Once the constraint is found, we turn the model around. [click] Which journeys run through this process? With a bottleneck in "2.3.3 Take the order" that is the journey of Jasper, the hospitality customer, and that of Merel, who orders at home. So that is where the pain sits that the customer feels. [click] Which workflows hang on it? "Confirm a B2B order" and "Webshop order from payment to delivery". Those are the actions that will change. [click] And which change requests on the backlog touch this process? They go first. If there is no CR for the bottleneck yet, we write one. That makes prioritising traceable: not the longest list, not the loudest voice, but the place the chain is waiting for. And once that is solved, the constraint moves, and next quarter we look again.

Deep dive·Step 12·Improvement plan

The quarterly plan

The improvement plan as a quarterly plan, and the way back.

Deep dive improvement plan · the quarterly plan (three clicks)

This is what the improvement plan looks like after the quarterly review. [click] At the top the backlog, sorted by importance times urgency, with the constraint first: the weekly schedule in the sales order scores twenty and goes first. What does not fit in the quarter does not quietly slide to later: it goes on the waitlist, with a year and a reason. [click] Below that the quarterly plan: one row per track, three months, and per month the phase the track is in. Plan, test, in use. With the same discipline as at the first delivery: a test scenario, a key user, a signed-off work instruction. Below that the PM track runs on: keeping the navigator, the change requests and the documentation up to date. And the capacity of the team is shown too, because a plan without days is a wish. [click] The plan sits in the navigator, next to the model, visible to the customer and to our team. And every improvement listed here first runs back through the analysis: processes, journeys, workflows, requirements. Shorter, but never skipped. That is the loop, and that is where we go now.

Begin with the end.
The constraint first.
Delivered means in use.
Everything in one navigator.

Plan a conversation Call +31 85 007 0497

A walkthrough, an interview about your processes or a half-hour introduction. No sales pitch.

Follow usLinkedIn Instagram Facebook

Next·How we set it up

New project structure in Odoo.

A commitment becomes a milestone with a dateEvery part we promise the customer is a milestone in Odoo.
Per milestone, first one task: Starting pointsMarinka thinks it through, the consultant configures. Workflows only start once that task is closed.
Every workflow gets four subtasksData, Implementation, Testing in the role, Training and documenting.
You set up a workflow in one goNot halfway, not in pieces: data, configuration, test and training in one move.

New project structure in Odoo (four clicks)

This is how an improvement lands in our own project. The chain at the top: a workflow produces a requirement, that goes into the quarterly meeting, there it gets planned, and the plan becomes tasks in Odoo. [click] A part we promise the customer becomes a milestone with a date. No loose promises in an email, but a line in Odoo everyone can steer on. [click] Per milestone there is first one task, Starting points: Marinka thinks it through, the consultant configures. Workflows only start once that task is closed. [click] Below that one task per workflow, and every workflow gets four subtasks: data, implementation, testing in the role, training and documenting. [click] And you set up a workflow in one go. Not halfway, not in pieces. Now the navigator itself.

Demo·The process navigator

The navigator, live.

Fictional data from Demo-liciousness B.V.
If the demo does not load over this screen, open it in a new tab.

Open the demo in a new tab ↗

From core to improvement

Strategy first. Then the people.Only then the system.

Process

Journey

Workflow

Evolution

What we do

Analysis

Implementation

Support

AI

Business on top. IT below.The work sits in between.

The analysis: five steps, twelve to fifteen days.

The core in the navigator: five chapters, one page.

From Process Model Canvas to process map to SIPOC.

Three layers, three clicks: process map, chain, SIPOC.

Around the table. One person or one object, the whole route.

The journey in the navigator: route, feeling, process and owner.

From journey moment to workflow: the manual and the test.

From need to functionality, as often as needed.

What the build delivers goes back into the navigator.

From ticket to backlog: one path, no surprises.

Where is the bottleneck? The heatmap over the model.

One constraint. Which journeys, workflows and CRs hang on it?

The improvement plan as a quarterly plan, and the way back.

New project structure in Odoo.

The navigator, live.

Contents

Strategy first. Then the people.
Only then the system.

Business on top. IT below.
The work sits in between.