I. Introduction

Industries are changing faster than ever and technology is entering all aspects of business. Staying competitive while scaling presents the challenge of being future-ready and constantly adaptive. With our sliding scale of Fraction CTO to Fractional Tech Department services, team building, systems architecture, technology analysis and process analysis - Orchestration Syndicate provides the rigorous scale assurance of cloud computing to human and logistic processes.

II. Analysis and Due Diligence

Whether working on single project concerns or whole-org digital transformation, we start out by clearing defining the state of existing systems, uncovering the obvious and clearly defining potential transitions to a new, improved state of system(s). While this process varies significantly by entity and purpose; we are able to distill the general requirements and drill down or scale back complexity as needed. Following is an example of a common whole-org analysis.

Requirements Gathering and pre-Analysis:

1. Identify mission driven goals, business processes and resource groups
2. Conduct discovery interviews and/or workshop
3. Document & validate base requirements with shareholders & team leads

Analysis

4. Prioritize requirements based on business value and feasibility
1. Analyze the impact of each requirement on the business
2. Evaluate the cost and effort associated with implementing each requirement
3. Determine the potential ROI for each requirement
5. Gap analysis identifies customization vs development
6. Identify gaps between the current state and the desired state
7. Create climbs to bridge the gap
8. Analyze business processes from vision to dispatch.
1. Create an outline hierarchy of all board/top level processes and goals with attached analysis
2. Electronically poll workers in front-lin roles to aggregate self-reporting to minimize interview time
3. Discover the pipeline of resources, dependencies, authorizations and processes between front-line and business
1. Organize according to timeline of business goal lifecycles to execution success or failure
2. Note resource, team role, equipment, financial and time dependencies
9. Map results to according to our orchestration standards
1. Form roles according to principles of Roles-Based Access Controls (RBAC)
2. Categorize major goals in each outline produced from analysis
3. Identity ROI potential for efficiencies, quantity/quality expansion and specialization
10. Provide general insight and common analysis gained during the process as the final report to client

Sliding Scale

Both analysis and development may occur at several scales

• relying purely on our founder; Fractional CTO capacity
• tagging in Syndicate Fellows with deep tech or business experience
• either of the above plus the general OSC team
• in-network business analyst contractors for per-site inspections
• utilizing existing analysts/devs/IT within an organization

Depending on the specific needs and pre-discovery agreements, we fit the scale you are at now while propelling you to the next level. We aim to automate ourselves out of your business model eventually, so you can move to greater heights and be one of the backbones of our syndication network.

III. Processes and Implementation

Using our Approach Standards layering constraints, mapped during analysis; we provide rigorous statements of fact regarding logistic, overhead, potentials, bottlenecks and future-facing optimizations. Moving beyond simply triaging problems - our layer mappings form the basis of downstream Scope of Work (SOW) documentation, AI labeling, deep tech interface pointcuts and system integrations for resource sharing and legacy ETL.

Pick and Choose

Approach enables companies to use tailored solutions that align with their unique branding and infrastructure requirements in a way usually only available to large enterprise. The flexibility and customization offered by Approach ensure that organizations can adapt to changing market demands and future-proof their tech investments.

While we have our own Approach-oriented software to solve challenges identified; our standards can be implemented using any language, any framework, existing open source software, SaaS tools and even human protocols.

We hate vendor-lock and our business model encourages you to even compete with us in your industry. Software spans everything, no single organization can span it all - we see ourselves as the connection integrating between domains. The nervous system integrating and coordinating disparate systems

Climbs vs Sprints

What makes Approach especially unique is its focus on integrating against relative timelines. Every form of production in every organization has some lifecycle. From fine-grained to highly-abstract, Approach turns these lifecycles into formalized, post-agile modules.

This innovation provides critical benefits from resource-sharing to reproducible operation patterns to rich metrics. The heart of this process is our Climb concept, an upgrade to the traditional “sprint” model which realizes that business goals don’t only happen on 2 week intervals and people wear many hats at once.

Evergreen Goals × Action Plans × Agile Sprints × Role-based Access Controls

1. Define destination requirements
2. Survey environment
1. for path of least
2. note obstacles
3. do obstacles disqualify the destination?
3. Review Findings
1. all project members in this climb do step 3 as a quorum
2. review past budgets
3. budget:
4. tasks
4. Climb - Do the work
1. Leave a trace
2. Continuously survey
5. Map - Describe your work
1. Measure budget prediction vs reality (retrospective burndown chart equivalent)
2. Mark points of interest and possible new destinations / resources
3. Mark points of concern and potential hazards
6. Adapt - Decide one of
1. Iterate
2. Branch
3. Terminate
7. Signal - Send findings upstream

Climbs sneak in several constraints while giving the feel of fairly straight-forward action plans. Expressing SOW documents along a climbable hierarchy, we can provably show top-down and bottom-up how mission statement is achieved, where ROI can be found, what works and what doesn’t. Resulting workforce, workflow and technology structures created provide a direct roadmap for constant digital transformation. With Approach and Climbs, we reach logarithmic scale and provide the benefits of mesh computing to real resource supply chains - critically preventing the hiccups we saw during COVID with JIT supply chains and processes

IV. Training and Team Building

Often digital transformation requires an organization to not only swap out software for something more robust – but change the way roles operate. We are here to help with the challenges of bringing companies into the next era of industry.

• Changeplans
• Training
• Hiring (primarily in tech, design or marketing)
• Systems Architecture
• Process Development
• Operating Procedure Overhauls
• New forms of business that don’t yet have buzzwords

Depending on the impact you’d like us to have, we can help at any level.

V. Conclusion