Central Illinois operations run differently
Organizations in Central Illinois often operate with leaner teams, tighter budgets, and less access to specialized consultants. That creates specific operational patterns we've learned to recognize.
Tribal knowledge as infrastructure
When long-tenured employees hold critical process knowledge in their heads, every retirement or resignation becomes a business continuity risk. We make implicit knowledge explicit.
Specialists wearing too many hats
Lean teams mean one person often handles multiple operational functions. We identify where stretched roles create ownership gaps and handoff failures.
Systems that "mostly work"
Informal processes that function under normal conditions often break under pressure. We map which workflows are stable and which are one sick day away from chaos.