Noncompliance fines and penalties carry significant costs. By combining our human perspective with our client’s domain expertise, we develop new ways of working that propel compliance, because to the worker, the new mode is clearly better than before.

People want to perform well at their jobs. People can also be resistant to change, inventing ways of working that, from their perspective, seem more effective, ​​even when, observed holistically, they are not. By understanding people and their work, we infuse processes and tools with a robust picture of the human context, driving faster and more effective adoption.

If human insight informs strategies and tactics, regulation and policy can lead to more than compliance. Our insights on culture, skills, and tendencies provide direction that can make regulatory compliance a transformational windfall.

Our observation of work as it transpires provides an accurate view of what is happening, explaining pain points, revealing unknowns, and challenging hypotheses. This perspective enables more effective technology selection and faster deployments. Systems are configured with human sensitivity so that training and change management costs are reduced or eliminated.

At Zenda, we call Excel the “duct tape” of the knowledge worker. We often observe workers using it as a workaround to get things done, despite existing processes and systems. This discovery is a view into a worker’s needs, the organization’s culture, and an invention’s opportunity for benefitting the whole operation.

If human insight informs strategies and tactics, regulation and policy can lead to more than compliance. Our insights on culture, skills, and tendencies provide direction that can make regulatory compliance a transformational windfall.

Spreadsheets are a handy abstraction of the parts within a restructuring event — inventories of tools, processes, departments, and roles. But rows and columns ignore the realities of how work has historically been successful and how to leverage the talent responsible for this success in the new, transformed environment. We illuminate this reality, providing the roadmap to reduce redundancy, maximize talent capabilities, enhance people satisfaction, and, in sum, generate better bottom lines.

In M&A events, the potential for a more efficient and productive future state is often left unassessed, ignoring the risk that lies in the human context. Old habits die hard, but when people can clearly envision their future value and impact, new behaviors are adopted quickly. Our depictions of the future state provide exactly that, a means for people to see themselves in a future more productive than the past.

 In M&A events, a “best of both worlds” outcome is often imagined and rarely achieved. Our human-centered, ground-up view of operations enables a transformation that is truly better than the sum of the merger’s parts.

In theory, an ERP system reduces costs, integrating and centralizing previously siloed systems. In practice, this cost reduction requires the buy-in of an organization’s workforce. Our human insights allow business operators to meet their workforce where they are, putting theory into practice.

ERP systems promise more efficient operations. Multi-step processes of the past are said to become one, automation seamlessly connecting what once was a motley assortment of tasks. Yet without clear, cross-functional vision into those tasks and their connections, automation is only a promise. Our thorough observation of work gives business operators the clear vision ERP automation requires.

Given a robust understanding of the human context of work, implementing an ERP system offers the opportunity for transformation across the organization. Our expertise in the human context ensures that adopting new ERP tools prompts the transformation an organization actually needs.