Process auditing primarily involves identifying areas within a company where operations are inefficient, performed manually, overly time-consuming, or unnecessarily engage employees. Its goal is to pinpoint existing processes with genuine opportunities for improvement – both in terms of work organization and the utilization of IT systems.
It's worth noting, however, that the outcome of an organizational audit doesn't always have to be process automation. Sometimes, the best solution is to change the way things are done, choose a different tool, better integrate work with existing systems, or abandon activities that don't yield the desired results.
Process automation should typically only be implemented when an organization already knows exactly what it wants to improve and which activities are truly worth transferring to IT systems. In an ideal world, every automation would begin with an audit – but not every audit analysis has to end in automation.
At Sagiton, we've had clients who utilized our audit services, received recommendations to increase team efficiency, but ultimately decided not to implement automation. The audit itself allowed them to streamline their work processes and better assess where technology could truly bring the most value.
Among these types of analyses, we can also identify a technology audit. In this case, companies typically approach us when they already know they want to automate their processes or implement a new system, but require expert opinions to do so effectively.