In the relentless pursuit of efficiency and growth, technology is often regarded as the ultimate solution. Organisations implement cutting-edge systems, adopt new tools, and deploy advanced systems, all with the expectation of transforming their processes and achieving success. However, as compelling as technology may seem, it is not a magic bullet. Success lies in a broader, more holistic approach that integrates people, processes, governance, and technology.
Mornay Vivier, Business Analysis Practice Lead at Avec shares his insights on why technology alone isn’t always enough.
Maximising throughput: beyond technology alone
It is not a secret that throughput, the amount of work a system can process in a given time, directly impacts a business revenue and profit margins. Mornay provides the example, “If a government agency processes 100 service requests a day, doubling to 200 requests would not only double the service output but also improve efficiency, as fixed costs remain unchanged. However, achieving such gains often requires more than just technology.”
Much like the neck of the bottle limits how much liquid can flow through, bottlenecks within business processes restrict throughput, no matter how optimised other stages are. A common mistake organisations make is focusing on automating parts of a process without addressing these constraints. For instance, in a claims management workflow, automating data entry might accelerate the initial stages, but if a manager manually reviews every claim, their capacity becomes the limiting factor. Mornay notes, “An example I have seen of this is with an insurance company who faced this exact challenge. Automation processes were implemented which sped up some steps, but the manual review process capped throughput at 20 claims per day, even though the team could handle 50. By addressing the bottleneck with policy changes such as improving the quality of submissions an enabling straight through processing for low-value claims, the organisation increased their throughput by 30% without introducing additional technology.”
The human element: skills, governance, and culture
Processes are more than just workflows; they are deeply influenced by the people and culture that sustain them. Poor-quality outputs, such as incomplete claims submissions or inconsistent data entry, often stem from skill gaps, insufficient governance, or a lack of accountability. Addressing these issues can drive significant improvements without requiring additional technological investment. Mornay emphasizes, “Processes don’t fail in isolation, people and culture play a massive role. Skill gaps and a lack of governance are often the root causes of inefficiencies.”
For example, better performance management, clearer role definitions, or targeted training initiatives can elevate the quality of work, reducing errors and rework. In the insurance claims example above, Mornay also highlights how “providing the right training and setting clear expectations empowered the team to get things right the first time, reducing delays downstream. By implementing robust governance measures and equipping staff with the necessary skills, the organisation not only improved submission accuracy but also eliminated the need for certain manual checks. As Mornay notes, “Small changes in how people work can have a ripple effect, streamlining processes and boosting efficiency in ways technology alone can’t achieve.”
Queue management: a simple shift for big gains
Queue management offers another compelling example of non-technological intervention that can dramatically enhance efficiency. Many organisations default to assigning work based on multiple queues (e.g. splitting tasks alphabetically or by region), but this approach is inherently inefficient. Mornay explains, “When you silo tasks into different queues, you create bottlenecks that can disrupt the entire process. If one person is overloaded, their queue stagnates, while others might have capacity to spare.”
Shifting to a single-queue system, where tasks are assigned dynamically to the next available worker, addresses this imbalance. This approach, widely applied in manufacturing and customer service, optimises resource allocation by ensuring that inefficiencies in one area are offset by others. Mornay elaborates, “A single-queue system smooths out the workflow. It doesn’t matter if one person slows down, others can step in and keep things moving. The result is a more balanced and predictable throughput. For example, in an insurance claims process, this shift could mean that instead of assigning claims based on specific adjusters’ regions, the system directs the next available adjuster to the highest-priority claim. By reducing idle time and spreading workloads more evenly, organisations can maximise capacity without adding resources.”
So, where do we come in?
Technology undoubtedly has its place, but it must be part of a larger strategy. To truly succeed, organisations must adopt a holistic mindset and focus on the entire ecosystem rather than just the tools. Reach out to Mornay and the Avec team today to unlock true efficiency and drive sustainable growth.
