(240) 621-2679 beasley@thet10group.com

Business Process Consulting & Optimization

 

Organizations rely on systems for hiring talent, evaluating performance, making critical decisions, and running daily operations. While some of these systems work effectively, many don’t – they’re inefficient, produce inconsistent results, or create outcomes nobody intended. We redesign broken organizational systems using research methods to diagnose what’s actually wrong and determine what will genuinely improve performance.

WHAT WE REDESIGN

We work on the systems that matter most to organizational effectiveness. This includes hiring and talent selection processes that take too long or miss strong candidates. Performance evaluation and promotion systems where different managers apply wildly different standards. Decision-making frameworks where key choices get made inconsistently or based on whoever speaks loudest. Operational workflows with obvious inefficiencies that nobody knows how to fix. And cross-team coordination processes that break down as organizations grow and informal approaches stop working.

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WHO NEEDS THIS WORK

Organizations turn to us when their systems are clearly failing but they don’t know why or how to fix them. Your hiring process might drag on for months yet you still miss great candidates. Different managers might evaluate the same employee performance completely differently, making promotions feel arbitrary. Key organizational decisions might happen inconsistently, driven more by internal politics than clear criteria. Operations might have inefficiencies everyone sees but nobody can solve. Or your organization is growing and the informal processes that once worked are breaking down under scale.

This work proves particularly valuable for nonprofits and mission-driven organizations that need to maximize impact with limited resources. It’s also essential for any organization serious about building systems that are both fair and effective – because often these aren’t separate goals. Systems that eliminate bias tend to produce better outcomes across the board.

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HOW WE APPROACH SYSTEM REDESIGN

We start by mapping what’s actually happening in your current process – not what the official policy says should happen, but what actually occurs day-to-day. We talk to people involved at different stages and identify exactly where things break down. Often the problems aren’t where people assume they are. Sometimes the issue is in how job descriptions get written. Sometimes it’s about who gets asked for input. Sometimes it’s how different pieces of information get weighted in final decisions.

Once we understand the real problems, we analyze where bias, inefficiency, or inconsistency enters your system. Then we redesign the process based on that evidence – new protocols, decision criteria, and evaluation frameworks grounded in what actually improves outcomes, not borrowed from somewhere else.

Implementation matters as much as design. We help your team adopt the new system through training, documentation, and coaching through the first several uses. We refine the approach based on what we learn during real application. Finally, we measure whether the new system actually works better. If it doesn’t, we adjust. If it does, you understand exactly why and can apply the same thinking elsewhere in your organization.

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WHAT YOU GAIN

Organizations that redesign their systems with us develop processes that produce consistent, high-quality results. Their systems become demonstrably fairer and less biased – and this fairness improves effectiveness, not just optics. They reduce time and frustration on key organizational tasks. They gain documentation that lets them scale without losing quality. And their team members understand why systems work the way they do, which means they can maintain and improve them going forward.
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REAL EXAMPLES

 

Case Study 1: Association Membership System Redesign

A large industry association hired us to improve member engagement through surveys. Their members were highly accomplished professionals with significant political and economic influence. But when we started, we discovered they couldn’t answer basic questions about their own membership.

They might have someone’s resume in one place, participation records somewhere else, and location data in yet another system. They couldn’t analyze their membership in aggregate or even look at individual members comprehensively.

Why was this a problem? If we conducted a member survey, that data would just become another disconnected file. Why pay a consultant to collect and analyze data the organization could never use again because it was completely isolated from everything else? More importantly, without basic demographic, network, and engagement data already organized, we’d waste the survey asking questions they should already know instead of focusing on what members actually needed and valued.

The culprit: an expensive enterprise software system that didn’t match how the organization actually worked. Staff found it too complex, so everyone maintained separate Excel files instead. The association was paying substantial licensing fees plus hundreds of thousands annually for consultants to continually tweak a system nobody used.

We redesigned the entire process based on how staff actually worked and what they genuinely needed to track. This meant moving to a simpler system that matched their workflow and could consolidate member data into a usable format.

The result: Member data became centralized and analyzable. The association saved hundreds of thousands of dollars annually by ending unnecessary software licensing and consulting contracts. And with comprehensive, organized data, we could design a survey that focused on member needs and interests rather than basic information they should have already known.

Case Study 2: Nonprofit Leadership Hiring

A regional nonprofit’s Executive Director knew their hiring process wasn’t working. They relied on personal networks and gut feelings, great candidates got screened out early, and mediocre hires kept not working out. Their first priority was hiring a Chief Communications Officer.

We redesigned their entire hiring process from how they wrote job descriptions to how they evaluated candidates to what questions they asked in interviews. Everything became competency-based with clear criteria and structured evaluation. The new job description attracted candidates who would never have applied to the old posting – people from outside their network who had the skills they needed but didn’t fit traditional nonprofit profiles.

Critically, we automated the evaluation system so that when executives rated candidates, they couldn’t see how different qualifications were weighted. This removed their ability to game the system if they liked someone – we got their raw assessments rather than strategically inflated scores. The automation also eliminated calculation errors and ensured consistency across all candidates.

The result: They hired someone so exceptional that they realized she was far more valuable than their original search parameters. She had exactly the skills they needed but at a level they hadn’t imagined possible. She transformed how the organization communicated with stakeholders and elevated their entire public presence. The nonprofit now use

Let's Work Together

Whether you're looking to improve a process, adopt new technology, or answer a strategic question, let's discuss how research-based approaches can help.
beasley@thet10group.com
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