Case study, our own business
How we systemised our own agency.
Before Wei&Co existed, the same problems we now solve for clients were running inside Jason's own marketing agency. This is what the operating model looked like before, and what it became, not a list of tools, but a change in how the business carried its own work.
The business, carried by people
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Reading the two charts
They're deliberately different kinds of diagram.
The first is an organisational chart, people, and the manual work hanging off each role, all converging on one person. The second is an operating-system map. It isn't the same chart with software in the staff boxes, because automations aren't employees.
The point of the change wasn't fewer people. It was that the business stopped depending on people to carry information between systems. Staff moved up into judgement, relationships and creative work; the routine movement of data moved down into the system. Where a decision carried real risk or value, a person stayed in the loop by design.
What this demonstrates
The same method we apply to client work.
- Diagnose where the process depends on a person to move information
- Separate the work that needs judgement from the work that only needs rules
- Connect the tools so the same record isn't kept in several places
- Keep a human checkpoint wherever risk or value is high
- Measure the change structurally, not just in software licences
What would this map look like for your business?
An audit produces the same before-picture for your operation, where work depends on a person, and which of those dependencies are worth removing first.