The better method — Generating structure, flow, adaptability, and speed.
bettter has developed its own way of evaluating, diagnosing, and acting on the pain points of organizations' operational and digital processes. The logic of the bettter method provides us with clarity on these pains, but from a much broader perspective, making it easier to understand the sequence of steps that generate value and relationships.
the
method
The bettter method — designed to generate structure, clarity, and alignment in the functioning of the organization.
The bettter method is focused on making organizations work "better". The method is composed of connected and feedback-driven workspaces. These workspaces define the areas that must build communicative and operational efficiency between the organization and its teams, between strategy and execution. Different teams are involved in each phase, from management teams to execution teams.
01.
mapping
We help people understand the value generation flow by mapping it end-to-end.
bettter maps the entire value stream of the organization. The process serves to provide clarity and alignment at various levels of the organization. Not only does it clearly structure and connect the logical sequence of flow, but it also clarifies how each of the parts relate to one another and where frictions and bottlenecks occur.
Understand the patterns that cause pain points and organizational bottlenecks.
Most of the difficulties in being competitive and delivering value are more related to how the organization makes decisions and is structured than to adopting the latest technology.
We evolved the decision-making workflow to accelerate decision-making.
As part of the initial assessment, we also map how the organization makes decisions and how it disperses the information necessary to execute them. In this way, we detect where the process is hindered or stopped. At the same time, we try to understand how the appropriate information flows back to facilitate subsequent decision-making.
02.
strategy
We design strategy and planning processes for transformation initiatives.
bettter establishes periodic strategic transformation planning processes within organizations, allowing management teams to act on the flow, achieving continuous transformation and improvement. In their initial phase, these strategies include the design of a vision or direction of travel that serves as an anchor for the transformation.
03.
initiatives
We help shape initiatives and translate them into the strategic portfolio.
Between the strategy ("What is to be achieved") and the execution lives the moment of defining "What" will be built to achieve it. This is a critical point since it is about defining and bringing ideas down to clear solutions that attack the objective in the most efficient way.
bettter assists in the entire process, helping teams to carry out a correct definition of projects, initiatives, and features so that an efficient and precise execution of them is possible in the subsequent execution process.
Design, prototyping, and testing of solutions.
Simultaneously, we design and implement structures and methods to carry out their execution.
04.
execution
Defining the strategy is only the starting point. Most transformations don't get lost due to a lack of vision, but in the gap between what is planned and what actually happens. bettter supports teams along that path, combining coaching, direct intervention, and process implementation so that the transformation progresses with consistency.
Boost the product design workflow.
Product design is often the first bottleneck in execution: teams working disconnected from the strategy, slow validation processes, or poorly defined quality criteria. bettter works with design teams to structure and accelerate their workflow, aligning every deliverable with strategic goals and ensuring that the product being built responds to the real needs of customers and the business.
Boost the cycle time of development teams,
The delivery speed of development teams largely determines the pace of transformation. When cycles are long, the organization loses its responsiveness and strategy becomes outdated before it can be executed. bettter identifies the factors that slow down delivery cycles —from requirements definition to deployment— and works with teams to reduce them, prioritizing those changes that generate the greatest impact in the shortest possible time.
Elevate the level of value delivery to customers and the organization.
Execution does not end with deployment. It ends when customers and the organization perceive the promised value. bettter supports the closing of the cycle: ensuring that what is delivered is measured, learned from, and feeds into the next iteration. The goal is to build an internal capacity for continuous improvement that does not depend on indefinite external support, but rather becomes embedded in the teams and the organization's culture.
