Why a bad process doesn’t get better even when digitized

What I noticed in a construction container

I'd only been working for a consulting firm for a few weeks when I stepped in on a project I'd personally initiated. Our client: a company that wanted to open the doors to one of Europe's most exciting and innovative projects in just a few months. The vision was impressive, the project technologically cutting-edge, internationally acclaimed, and widely covered by the media. Over 10,000 visitors were expected on the opening day.

The challenge: The building was still a construction site. Our meetings took place in construction containers. But the client's motivation was palpable. We began to gain an overview of the business model and the planned services. The company was clearly structured into specialist departments.

Each department had detailed the services to be provided and the technology to be used. A great deal of expertise and commitment was evident. And yet something struck us: Although these were just initial ideas on paper, the technologies to be used seemed to have already been decided. Everything had been thought through – no question. But the perspective of the people for whom all this was actually being created was missing.

The visitors expected at the opening would be the first to form an impression, but whether this impression would be convincing would depend on whether the offering was truly tailored to the needs of the customers.

The problem: Technology instead of customer benefit as a starting point

In many rapidly growing companies, something almost inevitable happens: Processes become more complex. This is due to roles becoming more differentiated, tasks being distributed across multiple teams, and decisions no longer being made centrally. Added to this are new tools, additional requirements, and more interfaces. This complexity isn't inherently bad. But it requires clarity, otherwise it becomes a source of friction.

At the same time, the pressure to make these processes more efficient is increasing. The supposed silver bullet: digitalization.

What's often overlooked is that an inefficient or poorly thought-out process doesn't automatically improve through digitalization. Sometimes it becomes faster, yes, but it also becomes more expensive, less transparent, and harder to scrutinize. The problems shift from paper forms to the interface, from email chaos to complicated systems. What remains is the effort – queries, coordination, frustration. Only digitalized.

Many teams launch digitalization projects with the assumption that technology automatically drives progress. In the company I'm talking about, the conversation quickly turned to digital twins, blockchain, and AI-based control systems. These terms seem progressive, but they're no substitute for strategy. Sometimes people jump on technology trends because they seem modern, not because they deliver real value for customers.

The reality is different. Digitalization without a strategic framework cements existing weaknesses. Processes conceived internally are mapped using tools without considering the customer's perspective. Often, a fundamental understanding of the process is lacking: What is this process actually supposed to achieve for whom?

A digitized process doesn't automatically mean an improved process. And a tool isn't a solution if the underlying problem isn't understood.

Three warning signs that your process won't work even when digitalized

Ideally, you should question processes before digitizing. But even afterward, there are clear indicators you can use—or even consider during planning.

1. Employees resort to their own solutions

If Excel lists, notes, or parallel chat histories continue to be used despite new tools, it speaks volumes: The process doesn't work in everyday life. Users are looking for pragmatic workarounds because the process isn't compatible.

2. Customers ask the same questions as before

If you don't receive a response for days after submitting a contact form, or if a self-service portal raises questions instead of answering them, it's clear that the customer experience wasn't taken into account.

In many companies, processes are designed from the perspective of internal procedures. For example, "The form goes directly to the responsible department, which then makes the decision." That sounds logical, but only from the organizational perspective. Customers care about something else: They want to know what happens next, how long it will take, and who to contact if something is unclear.

A customer-centric process does not begin with internal distribution, but with the question: What does our counterpart need at this moment to move forward – simply, safely and without further questions?

3. Processes exist, but nobody really knows why

A process may seem sensible on paper—for example, an onboarding process for new customers. But if it's never measured whether customers actually find their way around or how long the onboarding process actually takes, it's all gut feeling. Without data or feedback, there's no foundation for targeted improvement.

The solution: Think from a human perspective, then digitize

The decisive change of perspective begins with a simple question:

What do our customers need and how do they experience our service?

The right question isn't which software is currently popular, nor how to reduce the workload on the back office. Rather, it's: What do our counterparts really need, and how can we effectively support them?

Once this perspective is sharpened, processes can be structured to deliver impact. Only then does digitalization become a meaningful lever.

A common misconception: Companies initially optimize for internal processes. This is understandable, but often too early. If the external benefits aren't clear, even the best internal structure won't lead to the desired result. Processes only unfold their power when they are designed with the customer experience in mind.

A simple framework for better processes

1. Understand

What should this process achieve? For whom? When does it begin, when does it end? What interfaces are there?

2. Simplify

Which steps are unnecessary? Where are there gaps, detours, or duplicate work? Where is clarity lacking?

3. Support

Only now does the question of tools arise: Which technology can meaningfully support this simple, clear process – for customers, employees and management?

This three-step model prevents processes from being built around tools. It ensures that impact remains the focus.

Why this is so crucial, especially for growing companies

With around 30 to 50 employees, many companies are at a turning point. Management can no longer keep track of everything on their own. Clear roles, defined interfaces, and transparent decision-making processes are needed. At the same time, expectations of professionalism are rising – from customers, partners, and employees.

Those who digitize incorrectly during this phase pay twice: with money and with trust. Because if tools don't help but instead create new hurdles, acceptance declines. The team loses energy. Processes are circumvented. Or customers abandon the company because the experience isn't convincing.

What's needed now isn't more software, but clarity. And that starts with asking the right questions.

My conclusion: Technology follows supply, not the other way around

Digitalization is not an end in itself. It is an amplifier. It makes good things better – and bad things more visible. The crucial question, therefore, is not: "Which tool do we need?" but: "What does our counterpart need, and how can we meaningfully support that?"

If you notice in your company that

• Tools have been introduced, but hardly anyone uses them

• Questions and friction remain, despite automation

• Processes are difficult to explain or are duplicated

• the team is looking for alternative solutions to cope with everyday life

then it's time to take a closer look.

Do you want to create processes that truly help your customers and reduce the workload on your team? Then contact us at hallo@noemithum.com . We'll explore together where the lever lies.