Nine in ten orders needed correcting. The process looked fine on paper.
Routine orders were turning into manual fixes. Managers kept stepping in. The documented sales journey didn't explain why the work was going wrong. We followed the real process to find out.
Around 90% of orders required manual correction.
90%
of orders needed manual correction
The work nobody had written down.
Teams corrected customer details, chased missing information and relied on managers to resolve routine decisions.
The problems appeared across the journey from lead to sale to delivery. No single step explained the volume of rework.
The investigation: follow the handoffs.
Staff interviews and process review exposed weaknesses in lead allocation, CRM visibility, induction, information transfer and the spreadsheets and emails used to fill the gaps.
The written process described what should happen. The everyday work revealed the dependencies and exceptions that were actually shaping the result.
The outcome: a practical order of attack.
The findings informed a prioritised 100-day improvement plan covering responsibilities, systems and recurring rework.
The investigation identified where the business needed to act first.