Wojciech SołtysikEnterprise Automation & AI Architect
ENPL

APPROACH

From evidence to a decision.

When several interventions look plausible, the first task is understanding what is actually driving the problem.

The visible symptom may sit in operations, while the underlying drivers span process, ownership, data, enterprise systems, integration, automation or controls.

The objective is not to justify a preferred technology. It is to determine what should actually change.

One problem. Several possible interventions.

The problem is not always caused where it appears.

  1. VISIBLE PROBLEM

    • Manual work
    • Cost
    • Recurring exceptions
    • Operational risk
    • Fragility

  2. POSSIBLE DRIVERS

    • Process
    • Policy & ownership
    • Data
    • SAP / enterprise systems
    • Integration
    • Existing automation
    • Controls

  3. POSSIBLE INTERVENTIONS

    • Redesign the process
    • Fix data or ownership
    • Change the system
    • Integrate
    • Automate
    • Apply AI selectively
    • Keep human judgement
    • Retire an existing solution
    • Combine interventions

Working through the decision

The work moves from operational evidence towards an intervention decision. The exact path depends on the problem.

  1. EVIDENCE

    What is actually happening?

    Establish how the process behaves in practice: volumes, exceptions, workarounds, constraints, controls and operational impact.

    The aim is to separate observed behaviour from assumptions about its cause.

  2. DRIVERS

    Where does the problem originate?

    Trace the issue across process, ownership, data, systems, integration, existing automation and controls.

    A visible manual task or recurring exception may be the symptom rather than the source of the problem.

  3. OPTIONS & TRADE-OFFS

    What could realistically change?

    Compare viable interventions through their likely impact, feasibility, dependencies, operational consequences and risk.

    More technology is one option — not the default answer.

  4. DECISION & SEQUENCE

    What should happen — and in what order?

    Determine what should change, what should happen first, what still needs validation and what should deliberately remain unchanged for now.

An evidence-backed intervention decision.

Not a technology recommendation looking for a problem.

The organisation should be able to understand what is driving the problem, which interventions are viable, what trade-offs they introduce and what should happen next.

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