Profile
The practice is based at Strada Petru Rareș 77, MD-2005, Chișinău, Republica Moldova. Clients are leadership teams in founder-led firms and in established companies where more than one group touches the same customer, case, or product. The working language of an engagement is English. Sessions can be held in Chișinău or remotely.
There is no bench of unnamed juniors behind the proposal. Interviews, reading, design, and the handover are done by the principal. If a piece of work needs a specialist the practice is not — a lawyer, an auditor, a software engineer — that limit is said at the start, not discovered in week six.
The practice does not publish client logos or invented performance figures. A company that wants a public reference can agree to one in writing after the work. Until then, the useful evidence of the practice is the method and the documents an engagement produces. Those documents are described on the services page and in the offer.
The Layer Review
Most process trouble is not a shortage of effort. It is a missing agreement about the path, the owner, and the place where an exception is decided in the open. The Layer Review forces that agreement in a fixed order. Changing the order is how companies end up with a dashboard for a process they still describe three different ways.
Flow
A flow is not a department and it is not a software module. It is the path a real piece of work takes from a triggering event to a state the company is willing to call finished. The map includes the happy path and the cases that jump the queue, return, wait on a missing fact, or get resolved by someone senior because the path was unclear. If the exception is not on the map, the map is a wish.
In fieldwork, the practice reads a small number of live cases rather than only the standard operating procedure. The procedure matters. The cases show whether anyone follows it.
Ownership
Every outcome in the flow needs one accountable owner. That person does not have to do every task. Contributors do the work. Consulted people have a say before a defined decision. Informed people are told after it. “The team owns it” is recorded as a gap, not as an answer. Shared ownership is allowed only when the proposal explains the forum that resolves a disagreement, and even then one person is named for the outcome.
Decisions
A decision inventory lists the choices that change the path: accept or refuse, expedite, grant an exception, spend above a threshold, close a case, change a supplier, escalate. For each one the design states who may decide, what evidence they need, and in which forum the decision is made. A forum can be a weekly meeting, a written approval, or a rule that does not need a meeting. Chat is not a forum unless the design says how the decision is recorded.
Evidence
Measures come last. A useful measure changes or confirms a decision that is already on the inventory. Vanity counts — volume with no owner, a score nobody acts on — are left out. The cadence note says which meeting looks at which evidence, how long that review should take, and what happens if the evidence says the design is failing.
The same four layers are used in a diagnostic and in a design engagement. A diagnostic stops at a clear current state and a priority. A design engagement continues into the future state and the sequence for adopting it. The customer path, from the first note to handover, is set out on how we work.
Principles
Name the work before changing it. A redesign of a process nobody can describe becomes a redesign of a guess. The current-state sketch is part of the work, even when the client is impatient to draw the future.
Write the exception path. The unofficial process lives in the cases that do not fit. Those cases are designed on purpose: who may grant the exception, how it is recorded, and when a repeated exception means the main path is wrong.
One owner for the outcome. Tasks can be shared. Accountability for the result cannot, or it returns to the most senior person in the room by default.
A decision needs a home. If a choice can only be made by interrupting someone, the operating design is unfinished.
Leave something the client can run. A design that depends on the practice remaining in the building is a draft. The handover includes the sequence, the open points, and a short window for questions about the documents themselves.
Prefer a true map of one flow. A poster of the entire company is easier to admire and harder to use. The proposal names the flows. It does not quietly expand to “everything.”
Values
Directness. The readout says what the cases showed, including when the original question was the wrong question. Disagreement is handled in the decision review, which is described in the engagement path.
Restraint. Scope is not widened to sound larger. If a second flow is the real problem, it is proposed as a second flow, with its own boundary and fee.
Care with time. Interviews are prepared. People are not asked to perform a workshop. Notes are checked when a fact is load-bearing. Staff are told why they are being asked and what will happen to what they say.
Independence. The practice does not sell software and does not take a fee from a tool vendor for a recommendation. If a system is getting in the way, that is stated as an observation. Configuring the system is out of scope.
Confidentiality. Material shared for an engagement is used for that engagement. It is not turned into a public example unless the client agrees in writing. The Privacy Policy covers personal data sent through the website. Contractual confidentiality is stated in the proposal.
Boundary of the work
Elena Drancova will not pretend a process strategy engagement is something else. The practice does not implement ERP or other software, does not fill a vacant managerial post, does not provide legal, tax, or audit opinions, and does not certify a company against ISO or any other standard. It also does not guarantee a time saving, a headcount change, or a financial result. Anyone who needs that guarantee needs a different contract, and should be wary of one that offers it before the work has been seen.
A professional relationship starts only when both sides accept a written proposal. Browsing this site, sending an enquiry, or holding the fit conversation does not create that relationship. The Terms of Use and the Disclaimer say the same thing in the language of the website.