01
Process diagnostic
Establish how a priority flow works today, including the exceptions, and agree which friction is worth designing against.
For leadership teams who feel the drag and do not yet share a cause.
01 Business process strategy
Give the work a path people can follow without a private workaround.
Elena Drancova is a business process strategy practice based at Strada Petru Rareș 77 in Chișinău. We help leadership teams describe how work actually moves, name who owns each outcome, and set a review cadence the company can keep after the engagement ends.
Clients leave with a design they can run: a future-state flow, named owners, the decisions that need a forum, and a 90-day sequence. The offer is advisory. It is not software installation, and it is not a slide deck standing in for an operating document.
02 Where the unofficial process shows
The redesign is often already happening. It is just happening in side conversations.
These are the conditions that usually bring a company to this practice. If none of them is familiar, the questions page is a better place to test the fit than a long sales call.
- Parallel versions
- Two teams keep different records of the same case, and the customer, supplier, or colleague hears both.
- Reopened decisions
- A meeting revisits a choice that was already made, because nobody can point to where it was decided or on what evidence.
- Invisible endings
- A new manager can see how work starts and cannot tell, from the documents, where it is allowed to stop.
- Faster workarounds
- The official path is slower than a private message, so the official path becomes a record of what people wish had happened.
03 What can be commissioned
Five services. Each one has a boundary, a process, and a set of documents.
Start with the service that matches the question you can already name. If you cannot name it yet, the diagnostic is the right first commission. Full scope, deliverables, and intended customers are on the services page.
02
Process architecture
Redraw one or two end-to-end flows so inputs, handoffs, completion, and exceptions are explicit.
For operators who already know which flow is carrying the business.
03
Operating model design
Clarify how the work is grouped, which outcomes have a single owner, and how teams are expected to interact.
For companies adding a management layer, a second site, or a handover between founders and operators.
04
Decision rights and cadence
Give decisions a forum, a preparation standard, and a small set of evidence worth reviewing.
For leadership groups whose meetings consume time and do not close choices.
05
Implementation sequence
Turn an agreed design into an order of adoption the client team can run without a permanent consulting presence.
For teams that have a direction and need to know what changes first.
04 The Layer Review
Four layers, examined in this order.
The practice uses a method called the Layer Review. Flow comes before ownership, ownership before the decision design, and evidence last, so the company does not invent measures for a process it has not yet agreed. The method is explained in full on the approach page, and the working sequence is on how an engagement runs.
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Flow
The path of the work, including rework and the cases that do not follow the happy path.
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Ownership
One accountable owner for an outcome. Contributors, consulted people, and informed people are named separately, so “we all own it” cannot stand in for a name.
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Decisions
The choices that change the path, who may make them, and the forum in which they are supposed to be made.
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Evidence
The few records and measures that tell a manager whether the design is holding, and which of those measures would actually change a decision.
05 The artifact
What a finished design handover contains.
The list below is the shape of a design engagement, not a sample from a named client. A diagnostic stops earlier: current state, friction, and a shortlist. The offer states which documents belong to which commission.
- The question the work was asked to answer, written in one paragraph.
- The boundary: what was in scope, and what was deliberately left out.
- A current-state sketch and a friction register.
- A future-state flow, including the exception paths.
- An ownership map: accountable owner, contributors, and consulted roles.
- A decision list and the forum in which each decision sits.
- A cadence: which meeting reviews which evidence.
- A 90-day sequence: what changes first, what waits, and what would show the design is wrong.
- Open points the client still has to decide. Unresolved items are labeled, not smoothed over.
06 Fit
Who should write to the practice.
The useful client is a founder-led or established company whose work now crosses more than one team. The trigger is often ordinary: a second location, a new manager layer, a handover, a customer promise the current path cannot keep, or a set of process documents that nobody uses.
Engagements are conducted in English. Work can be on site in Chișinău or remote. Travel outside the city, if you ask for it, is quoted before it is booked.
A poor fit
- A request to configure software, stand in for a vacant role, or supply extra hands for a peak week.
- A workshop whose only output is motivation. This practice writes operating documents.
- Legal, tax, audit, or certification advice. Those need a qualified adviser in that profession.
- A promise of a savings percentage. The practice will not invent one.
Read the practical questions or describe the process you want examined.
Start with a fit conversation.
The first working conversation is 45 minutes, has no fee, and does not produce a process map. It is there to decide whether a diagnostic or a design engagement is warranted. If it is, you receive a written proposal before any paid work starts. The proposal names the question, the boundary, the timetable, the fee, and what you need to provide.