Mergers and acquisitions are complicated. A simple mistake at any point can delay the deal, derail the process, and cost your company millions.
No matter how experienced a team is with M&A procedures, human error happens. Routine steps get skipped when people are working from memory, especially when the deal team is moving fast, switching context, and trying to keep the normal business running at the same time.
One big thing startups do differently from big companies is experimentation. Startups are less like finely tuned money machines and more like laboratories. They have less to lose from a wrong test and everything to gain from one that works.
At Process Street, we have had our share of surprisingly strong marketing experiments, plus a few that went nowhere. The useful part is not copying the exact winner. It is seeing how the test was framed, what changed, and how the result was tracked.
At 5 AM on August 29, 2005, the largest drainage canal in New Orleans, the 17th Street Canal, was breached by torrents of water an hour before Hurricane Katrina struck the city. Levees and floodwalls failed in 50 different locations, flooding 80% of New Orleans. No doubt the system failed. But which system?
Experts later pointed to budget cuts, outdated engineering, and weak process infrastructure. The same pattern showed up during the coronavirus pandemic: the most damaging failures were not single mistakes. They were overlapping breakdowns in governance, communication, data, tools, and accountability. This post looks at five COVID-19 system failures, why they happened, and how stronger processes can reduce the same risk in your own organization.
Nikos Andriotis has two decades of professional experience in education, IT, and eLearning. He holds a degree in Informatics, and his writing has been featured in dozens of tech industry publications. He shares tips and insights about online training and other business-related topics for TalentLMS.
Do you think you’re doing a good job with your employee training?
Strong training still comes down to the same practical question: can employees apply what they learned when real work starts? Current TalentLMS research shows most employees and HR managers are satisfied with their training programs, but heavy workloads still get in the way of learning. That gap is where process matters.
Guest contribution by Maja Kowalska, head of content marketing at Benhauer, where she managed SALESmanago and APPmanago content.
Marketing problems killing campaign performance rarely start in the ad account. They start in the process around marketing campaigns: who owns the customer context, which KPI decides success, and how the handoff gets from marketing to sales.
You would not implement an unproven strategy based on gut feeling alone, and B2B sales management should be no different. Good strategies are based on research, and sales management statistics become useful when they help you hit your targets, inspect the changing state of B2B sales, and decide which sales processes need stronger ownership.
Facts and figures are not much use unless you act on them, so this post pairs the biggest sales management problems with practical processes you can use in your own organization. Bookmark this list the next time you are improving your B2B sales management strategy, sales operations, onboarding, automation, or ongoing training.
SIPOC stands for Suppliers, Inputs, Process, Outputs, and Customers. It is a one-page framework for defining a business process end to end: who feeds it, what goes in, what happens inside it, what comes out, and who receives it.
A SIPOC diagram is the fastest way to pull a fuzzy process into focus. You draw five columns, fill them in, and suddenly the hidden dependencies, missing handoffs, and unclear ownership are on the page where you can fix them. It is the default starting point for most Six Sigma, Lean, and business process management work, and it has become even more useful in the AI era, where you cannot hand a process to an agent until the inputs, outputs, and boundaries are spelled out explicitly.
A process template captures every step of a repeatable workflow so anyone on your team can execute it the same way, every time. Whether you call it a standard operating procedure, a runbook, or a checklist, the goal is identical: document once, run consistently, prove compliance.
Process Street is a Compliance Operations Platform that turns these documents into automated, enforceable workflows. This guide walks through how to create a process template from scratch and set it up for real operational use.
In wealth management, precision isn’t optional. Atlas Fiduciary Financial,—founded in 2020 and managing a $220M+ portfolio—has rapidly become a trusted leader, offering fee-only, conflict-free guidance to high-net-worth clients. However, as the firm scaled, their legacy CRM tools couldn’t handle the complexity of their financial services process management. They needed a modern solution that delivered process automation in financial services and true financial process management software capabilities. Continue Reading
Alarca Realty is a property management firm based in Charlotte, North Carolina, specializing in the full-service management of family homes, condominiums, townhouses, duplexes, and small multi-family developments.
We spoke with owner and CEO Bob Abbott to discuss how Alarca uses Process Street to improve the management and execution of property management workflows that keep their growing business running smoothly.
Before we jump into Alarca’s story, check out the webinar video below. It’s a great resource for learning about how you can use Process Street to bolster your property management-related workflows, just like Alarca! For a complete overview, see the complete guide to property management software.
Founded in 2005, Alarca began with the mission of delivering world-class property management services in Charlotte and other locations in southwestern North Carolina.
Their focus on customer service and providing the highest return for clients has resulted in them achieving industry-leading client retention levels.
For many years, the company used a large library of spreadsheets to manage internal processes and track communication with clients.
As the company grew, so did their spreadsheets, and it soon became incredibly difficult and time-consuming to execute tasks as efficiently as they would like.
Bob identified this bottleneck, and after a period of significant research and testing, decided to go with Process Street to improve the way his team complete their day-to-day tasks and for him, as the manager, to gain greater insight into the progress of workflows.
