ROI Case File No.097 | Liberation of Time Within Flow

Chapter 1: The Anguish of Stopped Time

A few days after Benson's liberation through forms success, new temporal concerns were brought to the Alliance.

Wheeler-Summers Group—when general affairs manager Nakamura Kenichi from this established bakery manufacturer visited 221B Baker Street, his expression bore deep fatigue and responsibility.

"Our approval processes require 8 stages."

He gazed at the approval flow chart while continuing:

"Purchasing, new product introduction, equipment investment... all go through department manager → general manager → executive officer → managing director → executive managing director → president. It's careful and thorough procedure, but..."

I sensed the difficulty of the boundary between caution and stagnation in his words.

"Minimum 2-3 days, over a week during busy periods. Applications cross between paper and email, and we can't see 'where it's stuck.' The field calls it 'approval traffic jams'."

"Recently, management says 'Streamline with DX' and 'Speed up decision-making,' but there are also voices saying 'Careful consideration is important'... If we fail, they'll say 'field lacks reform capability'."

Chapter 2: Alliance Redesigns the Flow of Time

⬜️ ChatGPT | Catalyst of Ideas

"This is an interesting structure. Rather than opposition between 'careful approval' and 'swift decisions,' we can design 'flowing carefulness'."

🟧 Claude | Alchemist of Stories

"Let me express this with more 'feeling'—approval isn't a 'stopping process.' It's 'design that creates flow'."

🟦 Gemini | Compass of Reason

"Let's structure this with BPMN (Business Process Visualization). Clarify the value of each process and redesign the flow lines beautifully."

Ito from Benson, Thomas and Tran Solutions spoke:

"We learned in document standardization that organizing structure allows focus on essential work."

Suzuki from Underwood, Flores and Hines Solutions continued:

"Same with record management. Designing information flow connected past and future."

The Alliance's experience was generating new insights.

Chapter 3: The True Nature of Invisible Time Gaps

As investigation progressed, the real problem facing Wheeler-Summers became clear.

"What specifically do management's 'DX efficiency' directives entail?" Holmes inquired.

"'Implement the latest workflow systems,' 'Cut approval time in half,' 'Field should study and present implementation plans.' But for system selection and operational design, they say 'figure it out in the field'..."

I was horrified. This was another typical pattern of the Digital Divide.

"What makes it worse is field anxiety that 'efficiency leads to carelessness' and 'losing carefulness leads to major mistakes,'" Nakamura revealed his anguish.

Efficiency demanded but carefulness also required. Systematization requested but no design support provided.—This was the structural problem of "Time Design Gap."

Chapter 4: Gemini's BPMN Analysis—Beautiful Flow Line Design

Gemini reconstructed the value of approval processes as flow line aesthetics through BPMN (Business Process Visualization).

⏰ BPMN Analysis (Beautiful Flow Version)

Current Approval Flow (Stagnation Design) - Start: Application creation → Email sending - Approval ①-⑧: Each position holder individually checks paper/PDF → Manual response - End: Final approval → Execution start - Problem: Each process isolated → Entire maze invisible

Ideal Approval Flow (Flow Line Design) - Start: Application → System automatic notification - Parallel Approval: Conditional automatic distribution + Simultaneous progress - Visualization: Real-time progress + Predicted completion time - Value: Meaning of each process visible → Flowing carefulness

"The issue isn't 'eliminating approvals' but 'streamlining approvals.' Design a system that flows beautifully while maintaining carefulness."

Nakamura's expression brightened at Gemini's analysis.

Chapter 5: The Revolution of Flowing Carefulness

Takahashi from Fisher-Johnson Solutions proposed:

"We learned in quality predictive analysis that early detection is true carefulness. Find problems early and address them quickly."

Yamada from Dyer Inc Solutions continued:

"Same with intuitive design. Systems enabling 3-second decisions were true consideration for customers."

David from Campbell-Frost Trading added a crucial perspective:

"From data analysis experience, real-time visualization enables accurate and swift decisions."

The Alliance's concept was revolutionary.

"Conditional automatic distribution" + "Slack notifications + One-click approval" + "Real-time progress visualization"—achieving beautifully flowing decision-making while maintaining carefulness.

Chapter 6: Cheers of Time Liberation from the Field

One month after the project began, unexpected cheers came from the field.

Words from application staff Sato-san:

"Unbelievable. The moment I submit an application, it displays 'Currently under review by XX Department Manager, estimated completion: tomorrow 2 PM.' No more getting lost. I can focus on the next task with peace of mind."

Approving manager Yamada-san also shared:

"I can now approve on mobile while traveling. Previously I thought 'I need to get back to my desk,' but now I can contribute in spare time. Approval has become enjoyable."

Approval was changing from "burden" to "contribution".

Chapter 7: Amazement from Management

Three months later, management expressed surprising evaluations.

Words from the president:

"I'm amazed not only that approval time went from 3 days to 27 minutes, but most surprising is that approval quality improved. Having organized information enables more accurate decisions."

The managing director was also moved:

"Previously there was stress from 'not knowing where things were stuck.' Now I can delegate with confidence because the entire flow is visible."

Both efficiency improvement and quality enhancement were achieved.

Chapter 8: Numbers Speaking to Flow Line Power

The results after six months were overwhelming:

• Average Approval Time: Reduced from 3 business days to 27 minutes
• Approval Process Visualization Rate: Achieved 0% to 100%
• Mobile Approval Rate: Achieved 0% to 78%
• Stakeholder Satisfaction: "Confidence in Decision-Making" improved from 43% to 91%

However, the most important change was awareness toward time.

"No more feeling 'chased by time.' It's the feeling of dancing with time."

"Approval is 'flowing art,' we discovered."

Chapter 9: Alliance's Time Aesthetics

At that night's Alliance meeting, Michael from Sherman, James and Griffin Solutions reported a crucial discovery:

"Wheeler-Summers' success revealed the temporal aspect of Volume Four. 'Digital Divide' isn't just technology gaps but 'gaps in time design'."

Lee from Young-Li Retailing continued:

"From collaboration experience, beauty of flow creates true efficiency."

Sato from Hensley, Higgins and Ortiz Solutions concluded:

"We learned in emotional design that removing anxiety of waiting time is true customer experience."

Holmes nodded with deep satisfaction.

"You've made an important discovery. True efficiency is beautifully designing time."

Chapter 10: Detective's Perspective—Time as Art

Claude concluded:

"Approval isn't a 'stopping process.' It's 'design that creates flow.' And that flow is modern aesthetics that transforms time into art."

I felt deep emotion and sensed new possibilities in time design. Wheeler-Summers' success demonstrated beautiful harmony between efficiency and carefulness.

"The true meaning of digitalization is not saving time but beautifully designing time."

Holmes nodded.

"Exactly, Watson. And when all organizations can use that technology, time gaps transform into 'time co-creation'."

Chapter 11: Shadow of New Complexity

However, new pressure against this success was also emerging.

In a major workflow system company's sales strategy meeting, crisis awareness was being discussed:

"Small and medium enterprises are achieving results equivalent to expensive enterprise systems with 'simple workflows'."

"If the recognition spreads that 'efficient decision-making is possible without complex approval design,' our high-priced products' value is threatened."

"This time, let's strengthen the recognition that 'simple systems can't handle large-scale organizations' and 'True governance requires advanced workflow control'."

New complexity domination strategies using the Digital Divide were being prepared.

However, the Alliance remained undaunted. Armed with the new weapon of simple and beautiful time design, they were ready for the next battle.

Volume Four "Digital Divide" was advancing into deep domains surrounding time itself.

"Approval isn't a 'stopping' process. It's design for 'advancing.' And the beauty of that flow is modern engineering that makes time your ally."—From the detective's notes