Maps your end-to-end workflow from the trigger that starts work to the outcome the customer receives. Calculates the efficiency ratio — value-add time versus total elapsed time. AI identifies the single highest-leverage handoff to eliminate and flags which handoffs are entrenched in governance or compliance and which are purely structural.
conversion_pathEnd-to-end mapping
percentEfficiency ratio
smart_toyAI handoff analysis
saveFeeds Operating Model
1Map the Flow
2AI Analysis
edit_notePhase 1 — Map the Value Stream
From trigger to customer outcome — every step, every wait.
Describe every step from the trigger that starts work to the moment the customer receives the outcome. For each step, record the actual work time, the wait time before the step begins, who owns it, and whether it crosses a team boundary (a handoff). The efficiency ratio calculates automatically as you build.
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label
Name this value stream
A short name you'll recognize when you load this map in the Operating Model Designer.
1
What triggers this value stream?
What event or request starts the clock? Be specific — "a customer submits a support ticket" not "a problem occurs."
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What does the customer receive at the end?
The outcome the customer experiences when the value stream completes. This is what all the work is for.
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Organization context (optional)
Industry, size, transformation stage — anything that helps the AI understand what is realistically changeable in this organization.
THE VALUE STREAM FLOW
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TRIGGER
Enter the trigger above to see it here
flag
CUSTOMER OUTCOME
Enter the customer outcome above to see it here
Please add a trigger, customer outcome, and at least 2 steps before analysing.
LIVE METRICS
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EFFICIENCY RATIO
Value-add time0m
Total elapsed0m
Handoffs0
Steps0
Step types
How to classify each step
Value-add
The customer would pay for this step if they knew about it. Changes the product toward the customer outcome.
Non-value-add
Pure waste. The customer would not pay for this. The organization does it because of internal structure, not customer need.
Necessary waste
Not value-add, but required — legal, regulatory, compliance, or contractual requirement. Cannot be eliminated.
Recording time
Process time vs wait time
Process time: How long the step actually takes when someone is actively working on it.
Wait time: How long work sits in a queue, waiting for review, or waiting for the previous step to finish before this step starts.
In most organizations, wait time is 80-95% of elapsed time. The efficiency ratio reveals this. Record honestly — the whole point is to surface where time actually goes.
Analysing value stream…
analyticsPhase 2 — AI Analysis
Value stream analysis
Efficiency ratio calculated from your step data. AI has identified the single highest-leverage handoff to eliminate, classified which handoffs are entrenched in governance or compliance, and produced a redesign recommendation for the Operating Model Designer.
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Efficiency ratio
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Total elapsed time
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Value-add time
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Handoffs total
Efficiency ratio — where this value stream sits
0% — Broken5%15%30%50%+
Efficiency assessment
Highest-leverage handoff to eliminate
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Entrenched handoffs — governance & compliance
These handoffs cannot be eliminated through operating model redesign. They exist for external reasons — regulatory, legal, contractual, or security requirements. The goal is to minimize their time cost, not eliminate them.
Eliminable handoffs — structural coordination only
These handoffs exist because of organizational structure, not external requirements. A well-designed product operating model can eliminate them through team design, decision rights changes, or deployment capability improvements.
Redesign recommendation for the Operating Model Designer
Key notes for the Operating Model Designer
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Recommended next tool
Product Operating Model Designer
Your value stream map and redesign recommendation are saved. The Operating Model Designer loads this analysis and uses the handoff structure, entrenched constraints, and redesign recommendation to inform team design, decision rights, and deployment capability decisions.
