Your business depends on people, processes, and systems working together. As complexity grows, the connections between them become harder to manage.
Layer One’s Organizational Friction Assessment identifies where work gets stuck, why it happens, and which improvements will make the greatest difference.
Get a practical path to stronger operations, better customer experiences, and more capacity to grow.
Experienced employees often become the connection between systems and departments. They reconcile information, chase approvals, interpret requests, and keep track of what happens next.
That effort keeps the business running. It also consumes time and makes growth increasingly dependent on individual knowledge.
The assessment makes these patterns visible and gives your team a structured way to address them.
We examine how work and information move across your organization, including the handoffs between teams and the systems supporting them.
Who owns each step? Where do decisions depend on a particular person? Do teams have the information, authority, and training they need?
How do requests move from intake to completion? Where does work wait, repeat, or return for clarification? How are exceptions handled?
How well do your ERP and supporting tools serve the work? Where do quoting, pricing, scheduling, production coordination, and reporting depend on manual workarounds?
Where does critical information originate? How is it maintained and shared? Can people see status, ownership, and the next action?
Can customers find dependable product information, request a quote, place an order, and get updates? How much internal coordination is required to support that experience?
Do your positioning, content, and digital channels reflect what customers need and what the business can deliver? Where does information break down between marketing, sales, and operations?
We define the assessment around your priorities, focusing on the areas where a closer look will be most useful.
We begin with your goals, concerns, and known constraints. Together, we select the processes, teams, and systems to examine and agree on what the assessment needs to resolve.
Through conversations with the people doing the work, process walkthroughs, and review of relevant systems and materials, we follow how information and decisions move in practice.
We connect recurring problems to their underlying causes. We examine the business impact, distinguish isolated issues from broader patterns, and identify dependencies that affect possible improvements.
We review the findings with your team and prioritize practical actions. Recommendations may include process changes, clearer ownership, training, system configuration, integration, automation, or purpose-built tools.
The assessment gives leadership and delivery teams a shared view of the problems, their implications, and the next steps.
A documented view of the processes examined, including key handoffs, systems, information sources, and decision points.
A clear explanation of where work slows down, what contributes to it, and how it affects employees, customers, or business performance. Where evidence allows, we quantify the impact and identify what still needs to be measured.
Recommended actions organized by expected impact, effort, and dependencies—with near-term opportunities and longer-term improvements made clear.
A focused next initiative, with proposed scope, ownership, and measures of progress to guide implementation planning.
An assessment can help you determine whether a problem calls for a change in process, additional training, a better use of existing technology, or a new capability.
Understanding the cause helps you choose an improvement that addresses the actual problem.
Layer One brings experience across manufacturing and distribution, operational systems, product information, B2B commerce, and marketing.
We understand both the business process and the technology supporting it. That allows us to assess an issue from multiple perspectives and recommend a path your team can put into practice.
When implementation calls for software, we can combine existing platforms, Commergenix capabilities, and targeted engineering. We also provide advisory services, training, and ongoing support to help improvements take hold.
The assessment stands on its own. Your findings and roadmap provide a basis for moving forward with your internal team, Layer One, or other partners.
We agree on a defined scope. You can begin with a specific process, department, or recurring problem, while examining the surrounding connections that influence it.
You can start with symptoms: slow quotes, repeated corrections, limited visibility, customer complaints, or an increasing dependence on spreadsheets. Identifying the causes is part of the assessment.
Typically, an executive sponsor, the people responsible for the processes in scope, and employees who perform the work. We involve technology and other functional leaders where their perspective is relevant.
Duration and participation depend on the agreed scope, the number of teams involved, and the availability of information. We define the schedule and expected commitment before the engagement begins.
We assess how your existing ERP and surrounding systems support the work. Recommendations may involve configuration, integration, workflow changes, training, or operational overlays that extend your current environment.
No. Commergenix is one of the capabilities available when it fits an identified need. Recommendations follow the findings of the assessment.
Yes. We can help define and deliver a focused initiative, support adoption, and establish an ongoing improvement cadence.
Start with the process that creates the most frustration—or the problem your team keeps working around.
We’ll discuss what you’re seeing, what you want to improve, and whether an Organizational Friction Assessment is the right next step.
Tell us where work gets stuck, which teams are involved, and what you would like to change.