<aside>
A Reading of an Integrated Marketing Agency's Process Manual
</aside>
An 88-page process manual from an integrated marketing agency. The document described how work moves from client intake through creative execution and delivery. It had been created during an internal initiative, presented to leadership, and filed in a shared drive.
The team referenced the document occasionally. Nobody had ever read it as structural data.
The friction the manual was meant to address never went away.
| Measure | Value | Note |
|---|---|---|
| Total steps | 24 | Large for a single declared workflow |
| Total transitions | 27 | Non-linear: includes parallel execution paths |
| Unique roles | 7 | Spanning multiple departments |
| Cross-role transitions | 18 of 27 | 67% of all transitions cross department boundaries |
| Approval steps | 4 of 24 | Contract, business case, presentation, creative execution |
| Convergence points | 3 → 1 | Three parallel paths feed into a single step |
| Declared exceptions | 0 | No exception handling paths documented |
Three parallel execution paths converge on a single step. Nothing downstream can move until all three arrive. The team knew this step was slow. They assumed it was the person.
Detection basis: In-degree of 3 at convergence step. All three inbound transition IDs traceable to parallel paths in the execution phase.
Two out of every three transitions cross a department boundary. Work changes hands constantly. The dominant pattern is a coordination structure where work is repeatedly handed off to specialist departments and returned, then handed off again.
Detection basis: 18 of 27 transitions involve a role change between source step and target step.