# Digital audit | Alfaveo

> A week with your team mapping how work actually moves, which systems and spreadsheets it passes through, and where the time and money go. The written report is yours whoever you continue with.

Source: https://alfaveo.com/digital-audit

## A digital audit, for when you know it's slow but not why

Some companies can name the process that hurts. Others only see the symptom: the month closes late, nobody trusts the numbers, and every answer needs three people. The digital audit finds the cause. We spend a week with your team mapping how work actually moves, which systems and spreadsheets it passes through, and where the time and the money go.

Book a 30-minute call Find your biggest constraint

30 minutes, no proposal, no pitch.

## When this is the right first step

You are considering a new system but cannot yet say what it has to fix. You have an ERP and a layer of spreadsheets around it that nobody has mapped. Reporting arrives late and by hand. Or a bigger project is coming and you want the ground truth before you commit budget to it. The audit is a standalone piece of work: it stands on its own whether or not you build anything with us afterwards.

## How the week runs

1

### Preparation

Before we arrive

We ask for the basics and agree who we need to talk to, so the week on site is spent on substance rather than orientation.

- The org chart, and who people actually go to when a system does not work.
- The list of officially used systems, and access to them where your policy allows it, read-only is fine.
- The people to interview across sales, finance, warehouse, operations and IT.
- A set of questions for management, sent ahead.

2

### Systems and data

Days 1 to 2

We start with what is genuinely in use, as opposed to what is officially deployed, and we walk the operation to see it rather than hear about it.

- Software inventory: the official systems next to the shadow IT that grew around them.
- A walk through the operation: the floor, the stores, the desks where the work lands.
- Hardware in the process: terminals, scanners, counters, anything that produces or consumes data.
- Backups and data safety, including the spreadsheets nothing is backing up.

3

### Data flows and processes

Days 3 to 5

Then we follow the work itself, department by department, looking for master data and for the places where it gets retyped.

- Where each record is born, and whether the systems holding it agree with each other.
- Bottlenecks: data retyped by hand between systems, printed and typed back in again.
- Processes that exist only in one person's head or one person's file.
- Traceability: what you can reconstruct after the fact, and what is simply gone.
- Records of downtime, rework and exceptions, and whether anyone can act on them.

4

### Synthesis and report

Days 6 to 7

We turn the findings into a written report and then walk your team through it, so the conclusions are yours and not a slide deck you have to interpret.

- Findings priced where the data allows it, rather than described.
- Priorities argued from what we found, not from what we sell.
- A read-through with your team, so the report survives contact with the people who run the process.

## What you get, in writing

The report is yours. It stays useful whoever you continue with, including your own team.

- A map of your information architecture: inputs, systems, outputs.
- A catalogue of applications, shadow IT included, each with its risk level.
- A catalogue of processes and data with the level of digitalisation marked: paper, spreadsheet, system, automated.
- A gap analysis: what your systems can do next to what people actually use.
- A risk analysis, including the bus factor on the people the process depends on.
- A roadmap split into quick wins, stabilisation and transformation.

## Why start here

### A first step that stands on its own

You get a clear picture of your processes before deciding to invest in any system, ours included.

### Vendor-independent output

The conclusions hold whichever direction you take. The document is yours and works for an internal team or another supplier.

### Visibility where there is none

Where reporting is weekly and quality data is monthly, the audit names the data you need for a live view and how to get there.

### The processes nobody owns

The work that grew around the system, approvals, change requests, exceptions, gets named and measured instead of tolerated.

### Incremental, not a big bang

Recommendations are split into quick wins and strategic steps, so you can move in batches at a pace your IT capacity can absorb.

### Less operational risk

Critical spreadsheets with no backup and processes that depend on one person surface before they become an incident.

## Systems we've built are running at

Mid-sized and multi-billion-turnover businesses across Europe.

## What it costs

The audit has a fixed price, agreed in writing before it starts. You get that number on the call, because it depends on the size and spread of your operation. The price of any implementation afterwards is set only once the audit has found what it finds, so that every further investment has a reason attached.

## The next step

A 30-minute call to see whether the audit is the right first step at all. If it is, we agree the scope in writing, send the questions for management ahead, and book the week on site with the people who know the processes in detail.

Book a 30-minute call