Anthifel

Questions we are asked

These are the questions that come up in the first conversation. The answers are the same ones we give in the room.

We have only just moved to an ERP system. Are you going to build something from scratch on top of it?

No. The ERP stays as the base. What we look at is the steps around it: which of them still run by hand, which of them nobody owns, and which of them the ERP was never going to solve.

Should we finish settling the ERP first and look at this afterwards?

Partly. Building on an unfinished system is a waste. Mapping it is not, and the map is what takes time. The four weeks can run while the system is still settling, and the plan is then ready when the system is.

How does AI recommend us? A competitor comes up first when we search.

This is now a real question rather than a marketing one. Being recommended by an AI system depends on whether your company is legible to it: a clear entity, consistent naming, and answers published where they can be read. It is part of the plan rather than a separate campaign.

We have someone building software for us. Can you support them where their capability runs out?

We are not a development firm and we do not take over the coding. What we determine is which task should be built at all, who owns it once it exists, and how it connects to the systems already running. Most of what stalls is decided before any code is written.

Can you train our team on AI?

Yes, and there are two different things under that heading. A general training day for the leadership team and staff is Workshop. Training built on your own workflows and on a plan already written is part of Transformation.

We use Microsoft Copilot. What is different about your work?

Copilot is a tool, and we are not selling a competing one. The question we work on is which task it should be doing, who owns the task afterwards, and how that person is measured. A tool does not answer that question, and neither does buying a second one.

We have taken consultancy before. A report arrived and it stayed on the shelf. Why would this be different?

Because a plan without an owner is a report. Every line of what we write carries a name, a cost and a date, and the assumptions behind it are recorded so that the plan can be argued with rather than filed.

We do not want our data leaving the company. Is this work compatible with that?

It is. The work concerns processes, roles and decisions. Where data has to be examined, it is examined where it sits.

How quickly do we see a result?

The plan arrives at the end of the fourth week. What happens after that depends on the route taken, and we say plainly which route we consider right rather than promising a figure.

Do we become dependent on you when this is finished?

Under Training the work ends when your team has run part of the plan without us. Under Operations the handover is written before it is needed. Neither route ends with us holding something you cannot run.

The call lasts thirty minutes. It exists so that we can get to know one another.

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