Agreed transformation scope
Define the processes, variants, markets, systems, roles, and dependencies the programme must address, with the rationale attached.
Transformation roadmap
Decide what should change, in what order, and why.
Duvo reconciles how work actually happens across teams, markets, systems, and documents, then turns that evidence into an agreed scope, business case, sequence, and ownership model.
- Agreed transformation scope
- Business case and priorities
- Programme-ready handoff
Programme briefReviewed
One fact base. A sequenced roadmap.
A reviewed view of process reality, the case for change, the decisions required, and the workstreams that should move first.
01
Agreed transformation scope
02
Business case and priorities
03
Sequenced transformation roadmap
04
Ownership and programme handoff
Grounded in reviewed source evidence
What Duvo delivers
A roadmap the business and programme team can both defend.
The roadmap connects operating reality to programme choices, so scope, sequencing, ownership, and investment decisions start from the same evidence.
Business case and priorities
Connect the case for change to operational value, risk, effort, readiness, and the evidence behind each priority.
Sequenced transformation roadmap
Organize initiatives into a practical order based on dependencies, decisions, impact, and the organization’s ability to absorb change.
Ownership and programme handoff
Give each workstream an owner, decision log, success measure, and supporting evidence for internal teams, partners, or an SI.
Reviewed evidence
Build the programme around operating reality.
Duvo brings together the process as people perform it, the systems they use, the documents they rely on, and the variants the programme must either preserve or change.
Sources
Cross-team walkthroughs
AI-guided interviews
Process and programme documents
Reconciled
Reviewed process context
- Current-state variants
- Dependencies and constraints
- Value, risk, and readiness
Delivered outcome
Transformation roadmap
A customer-owned plan connecting process evidence to scope, sequencing, investment, and ownership.
Output ready
How the roadmap is built
Separate discovery from programme assumptions.
The business reviews the current state and the programme choices before they become a committed roadmap.
01
Establish the fact base
Capture the process across teams, systems, documents, markets, and exception paths without relying on the idealized model alone.
The process evidence remains customer-owned and portable.
02
Agree the case for change
Reconcile variants, surface dependencies, quantify the opportunity, and decide what the future model must preserve or change.
Operations and programme leaders review the same evidence.
03
Sequence the roadmap
Prioritize initiatives, assign ownership, define decision gates, and prepare the handoff into delivery teams and partners.
The roadmap stays useful even when the chosen intervention is not software.
Notino
14 → 1
accounts reconciled
Customer proof
Fourteen versions became one transformation plan.
Duvo captured the exceptions behind fourteen different versions of one process, quantified their cost, and created a shared source of truth for the executive team in a week.
See the supporting proofFrom roadmap to delivery
Give every workstream a clear operating brief.
Carry the reviewed process context into policy, role, control, data, system, migration, and automation workstreams. Each team receives the evidence, decisions, boundaries, dependencies, and success measures it needs to deliver the change.
Explore SAP migrationWhat stays true
- Programme choices stay tied to evidence
- Workstream boundaries and owners stay clear
- Progress can be measured against the case for change