Field notes.
Short positions drawn from operational work rather than market commentary. Published when there is something specific to say.
The exception is the process
In claims and comparable operations, the straightforward majority of cases is rarely where the cost sits. The difficult minority consumes the handling time, the escalations, the complaints and the rework.
Improvement designed around the standard path therefore looks impressive in a demo and changes very little in the operation. Start with the exception profile and the economics usually invert.
Prioritisation is the scarce capability
Most organisations can generate use cases. Very few can defend a ranking of them against operational value, feasibility, risk and capacity to absorb change.
Without that ranking, sequencing defaults to whoever is most persuasive internally — which is not a risk-adjusted allocation of effort.
Governance designed late is governance that fails
In regulated environments, oversight, documentation and escalation are structural design inputs. Added after the fact, they either block the change or become a paper exercise.
Deciding who is accountable when the model is uncertain is a design decision, not a compliance formality.
Measure before you change anything
If the baseline is not established before go-live, the effect cannot be evaluated afterwards — only argued about.
Agreeing the measure in advance also has a disciplining effect on scope: interventions that cannot be measured tend to be interventions that were never clearly defined.
Disagree, or recognise the pattern?
Both are a reasonable basis for a conversation about a specific process.