Case study · Enterprise Fleet and Logistics Organisation
Understanding the workflow before investing in more technology
- Client persona
- Enterprise Fleet and Logistics Organisation
- Focus areas
- Digital transformation consulting AustraliaBusiness process improvementDigital delivery roadmapTechnology strategy Brisbane
Executive summary
An organisation with fragmented processes and overlapping systems was preparing to buy more software to solve operational problems. The team first mapped how work actually happened, identified root causes and produced a prioritised roadmap, so later investment in software, AI or development capacity would address the real problem.
Representative experience delivered by the MMG Tech team within complex enterprise and public sector environments. Client details are withheld and outcomes are described without unverified metrics.
The challenge
Why it mattered
Teams described the same process in different ways. Work moved between spreadsheets, email and several systems, with manual rekeying and workarounds filling the gaps.
Several vendor solutions were under consideration, each promising to fix part of the problem. Without a shared view of the workflow, there was a real risk of automating inefficiency or adding another disconnected tool.
- Fragmented processes across teams
- Overlapping systems and manual rekeying
- Stakeholders with different priorities
- Technology decisions ahead of problem definition
- No agreed roadmap or business case
The solution and architecture
What was done and why
- 01
Current state analysis
Processes were mapped with the people doing the work, capturing steps, handoffs, systems, data and time spent. Pain points were recorded where they happened, not where they were reported.
- 02
Stakeholder analysis
Stakeholders were mapped by influence and interest, and their goals and concerns were documented so trade offs could be discussed openly rather than negotiated in isolation.
- 03
Root causes and future state
Pain points were traced to root causes such as unclear ownership, duplicated data entry or missing integration. Future state processes were designed to remove steps first and automate second.
- 04
Technology assessment
Existing systems and proposed solutions were assessed against the future state requirements, identifying where current tools could be used better and where new capability was genuinely needed.
- 05
Prioritisation and business case
Opportunities were scored on value, effort, risk and dependency. Business cases set out benefits, costs, risks and assumptions so leaders could decide with a clear view of the trade offs.
- 06
Roadmap and governance
A sequenced delivery roadmap was produced with clear ownership, decision points and benefit tracking, giving the organisation a practical path into implementation.
Outcome and impact
What changed
- A shared, documented view of how work actually happens
- Standardised processes with fewer unnecessary steps
- Technology decisions grounded in real requirements
- A prioritised roadmap and supporting business cases
- Clearer governance and ownership for delivery
Capabilities demonstrated