Business Processes & Service Design
Mapping, analysis and design of shared business processes and services across Red Cross Denmark — bringing coherence to a fragmented, siloed organisation.
Red Cross · Denmark
Red Cross Denmark faced a classic large-organisation challenge: departments were operating independently, with no shared processes, no shared agenda, and no common understanding of their collective pain points. · No collaboration — teams working for themselves. · No shared agenda across departments. · No common understanding of pain points. · No interdepartmental documentation or process standards. The result was duplicated effort, poor handoffs, and an inability to make strategic decisions based on a coherent view of operations.
Sammetric mapped, analysed and redesigned shared business processes across departments. Outcomes: · New, documented Business Processes adopted across the organisation. · Better working environment through clarity of roles and shared ownership. · Coherent, unified workflow across previously siloed functions. · Transparency between departments — shared visibility into process and performance. · An implementation strategy ready to execute.
Background
Red Cross Denmark operates across a wide range of humanitarian, social and emergency services. Like many large NGOs, the organisation had grown organically, and operational divisions had developed their own ways of working with little coordination between them.
Leadership identified this as a significant inefficiency and risk — both operationally and in terms of the organisation’s ability to deliver on its mission at scale.
Our Approach
Sammetric began with a structured current-state mapping exercise, engaging staff at multiple levels across departments to document how work actually flowed — not how the org chart suggested it should.
Through facilitated workshops, we surfaced the gaps, duplications and friction points that were costing the organisation time and creating frustration. Crucially, we brought representatives from different departments together in the same room for the first time, which itself created new understanding and momentum for change.
The future-state process design was developed collaboratively, ensuring that the new standards reflected operational reality rather than being imposed from above.
Outcome
The engagement produced a comprehensive set of documented business processes and a phased implementation strategy. Perhaps more importantly, it established a shared language and framework across departments that persists beyond the project itself.
“Symmetric Sammetric did an amazing job at visualising our business processes, and through their work we now have a common framework that enables us to work better together across departments.”
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