ROI Case File No.064: Disconnected Organizations, Stalled Operations

Chapter I: The Pace of 100 People

"We're looking for workflow that 100 people can use."

Civitas OrthoWorks' General Affairs Manager visited 221B Baker Street with stacks of "instruction memos" and "paper approval forms" exchanged between medical sites, sales, and administrative departments.

"We operate on 'human kindness.' But that's exactly why personalization is terrible—when someone takes time off, everything stops."

Those words contained struggle born from caring for the field.

However, I was already on guard. This was the fourth case—all starting with the same pattern: organizational confusion, decision-making paralysis, and the inevitable "predecessor's sudden departure."

Sure enough, his next words were predictable:

"Actually, our IT Promotion Office Manager suddenly quit three months ago... since then, digitalization discussions haven't progressed."

Chapter II: The Dominance of Non-Structure

"Email, paper, phone, LINE... this is like an 'invisible maze.'"

Holmes surveyed their operational map:

• Same requests arrive simultaneously through three channels
• Required approval steps differ by handler
• Digitalization is partial, but confuses the field instead

"This is 'dominance of non-structure.' Worse yet, 'goodwill' runs this chaos, making it difficult to tackle."

Looking at the materials, I felt something off. The "workflow improvement proposal" he brought had writing style and structure remarkably similar to the past three companies—as if created by the same person.

"Holmes, this proposal..."

Holmes glanced at the materials with sharp eyes:

"You noticed, Watson. This was made with the same template. Interestingly, every proposal emphasizes 'gradual implementation' and 'consideration for field resistance.'"

Chapter III: Organizations Without Common Language

"SaaS systems can be introduced, but some organizations won't function. The commonality is 'language disunity.'"

Holmes drew three domains on the blackboard:

• Medical Field: Speed-focused / Paper and verbal culture
• Sales Department: Situation awareness-focused / Email culture
• Administrative Department: Evidence-focused / Approval culture

"For these three to share 'workflow,' they need process translators."

But I was concerned about something else. The "other companies' failure cases" in his story perfectly matched situations of companies we'd previously consulted.

"General Affairs Manager, where did you obtain this failure case information?"

He looked slightly troubled:

"Actually... from an industry consultant. A very knowledgeable person who consults for free."

Holmes and I exchanged glances. The same consultant—this shadow was involved in every case.

Chapter IV: KPT Framework (Workflow Reform Blueprint)

Chapter V: The Detective's System Translation Theory

"Workflow is language unification."

Holmes spoke quietly before the mountain of documents:

"Translate field 'requests' into sales 'hopes,' then convert them into administrative 'approval conditions.' This translation device is 'workflow.'"

Then I discovered decisive evidence:

"Holmes, look at this. The small print at the bottom of this document."

There was small text reading "Nexus Advisory Group." The same printing company watermark appeared in all past three companies' documents.

"Nexus Advisory Group..." Holmes murmured. "We've finally caught their tail."

Chapter VI: Systems Where All Voices Reach

Civitas's representative concluded:

"Because people are kind, things work... but if we keep depending on that, no one can rest."

Holmes nodded:

"That's exactly why it's time to systematize kindness."

But after he left, Holmes spoke of a major discovery:

"Watson, there's an interesting fact. The consultant who provided 'free consultation' always makes the same proposal."

"What kind?"

"The philosophy that 'maintaining status quo is the safest choice.' It sounds reasonable on the surface, but actually has the effect of paralyzing corporate judgment."

Chapter VII: Malice Exploiting Goodwill

Within personalization lie the seeds of systematization.

But that night, I realized a shocking truth.

All four companies so far were organizations dependent on human goodwill. And that goodwill itself became organizational weakness, making them susceptible to external manipulation.

1. Espol: Passion and aesthetic sense for branding
2. Oceantrail: Attachment and responsibility to the region
3. Voltbridge: Consideration and cooperation toward the field
4. Civitas: Mission toward patients and mutual support spirit

"Holmes, all these companies are..."

"Yes, Watson. Conscientious organizations are more likely to become targets of this conspiracy. Because people with strong responsibility are more prone to decision avoidance in the name of 'careful judgment.'"

Chapter VIII: The Identity of Nexus Advisory Group

Next morning, Holmes's investigation revealed shocking facts.

"Nexus Advisory Group" was a non-existent company. However, consultants operating under this name were widely known in the industry.

"Their method is this," Holmes explained:

"Contact excellent companies and provide 'free industry trend reports.' These reports cleverly weave in failure cases, dampening corporate transformation enthusiasm. Then they recommend decision postponement in the name of 'careful consideration.'"

"And the result?"

"Companies become unable to make decisions and deepen external dependency. Ultimately, they make irresponsible decisions convenient for someone."

I shuddered:

"So they target conscientious organizations, rob their judgment... what's this for?"

Holmes answered, gazing out the window:

"That's the true purpose, Watson. The full picture isn't clear yet, but this is definitely part of a larger plan."

Again, multiple shadows danced in the streets, as if surrounding us.

"Workflow is technology that makes goodwill reproducible. But when that goodwill is exploited—"—From the Detective's Notes