How XL.net Improved Performance by Removing Clutter in Its Business Processes

Introduction

With over 2,000 different processes in his business operations, Adam Radulovic, CEO of XL.net, soon realized that being efficient in business was not about having too many processes. In the face of what he described as a “massive garage worth of processes,” it was difficult for employees to understand what was working and what was not working. Overwhelmed by it all, they could not even use most of the processes. The time, resources, and efforts spent in creating them were a waste. The need for an effective workflow management system was long overdue. Adam explains how the organization got rid of the clutter and streamlined their processes by using SweetProcess. Before we dive into it, let us have an overview of the organization.

Adam Radulovic CEO

About XL.net

XL.net is an IT company committed to helping businesses, especially small and medium-sized ones, succeed by leveraging technology.

An average organization understands the impact of technology in the modern business landscape, but it often lacks the technical know-how to make it happen. This is where XL.net comes in. With a team of expert IT personnel and years of experience under their belts, they create a practical approach in managing the technology needs of businesses from start to finish. Working closely with organizations, they investigate the problem, plan a resolution strategy, and maintain it through regular check-ins for optimal performance.

Based in the United States, the company currently has 30 full-time employees.

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The Moment of Truth

As a system-oriented tech company, XL.net had systems in its organization. In a bid to have a process for every task executed, they created 2,500 processes within their business. The result they expected from these were different from what they got. It was counterproductive. Rather than being efficient, employees were thrown into a state of confusion as they struggled to separate the useful processes from the fluff. Radulovic quickly realized they were in over their heads:

“For probably the last eight or nine years, we’ve been doing a decent job of documenting our processes, procedures which we called work instructions previously and policies. And over the years, we got to a point where we now have close to 2,500 different processes, procedures, and policies. And the management of them became extremely difficult.”

One thing was apparent: their goal of efficiency was futile. They had the motivation to do things right, but they lacked the right system to actualize it. They needed a system that could streamline their processes in the shortest way possible.

How a Client Introduced the Organization to SweetProcess

XL.net discovered SweetProcess in an unconventional way. Although they were aware of the operational gap in their business, they did not know of an effective system that could c...