Tomorrow's Business Process

How could it work?

Overview

To make your service vision real, you need to know how things will work behind the scenes.

This is a step-by-step tool that uses your Tomorrow’s User Journey as a guide.

For each step the user will take, it helps you figure out what needs to happen operationally. Who will be doing what? You’ll identify the main features of your concept, how they’ll work in practice, the benefits they bring, and any challenges you’ll need to solve to make it happen.

What is the big change compared to today’s service delivery? Comparing it with your Today’s Business Process shows how much of a change you’re planning, where the biggest gaps might be, and what risks to address.

Open in Google Slides Open template in Google Sheets

⏱️ Time: 60–90 minutes

👫 Participants: Core team + staff who deliver or support the service + operational leads + IT, legal, finance if relevant

🛠️ Materials: Tomorrow’s Business Process template, Service Concept summary, Tomorrow’s User Journey map, Today’s Business Process map, expert input

Input

Before completing this canvas, ensure you have completed the following steps:

Today's Business ProcessService ConceptTomorrow's User Journey

Context

Use this tool once you’ve created your Service Concept and mapped Tomorrow’s User Journey. You revisit Today’s Business Process and map out what needs to change. It’s the next step to move your idea from paper to practical reality. It’s essential for planning, testing, and estimating what’s needed to make your new or evolved service work.

Recipe

1

Start from your user

Look at your Tomorrow’s User Journey map and copy the high level steps into this template. Move through it one user step at a time. Each step becomes the starting point for defining what needs to happen behind the scenes.

2

Add process steps

List service features or elements in more detail. Include people, automated systems and what they do.

• What part of your concept makes this step possible? Examples: an online form, a new notification system, a staff advisor, an AI tool

• Who does the work (roles, teams)? What actions or steps do they take to make it work?

• What tools, systems, or channels are to be used? Do they already exist or are they new?

• What can technology do for you? Are these steps automated, manual, or a mix?

3

Compare to today

Depending on your Service Concept, you might look at an important improvement, a radical change, or a complete overhaul of your existing process. For each step, ask:

• Does this feature replace or change an existing step?

• Is it entirely new?

• How much effort will it take to change what is happening today?

Check if there is anything missing from your new process. Mark steps with the biggest changes needed.

4

List benefits of the new process

This step will help you to make the case for implementing your service innovation. With clarity on the biggest changes required, think about the benefits they create, for the user, the service provider or other stakeholders.

List benefits"

• What advantages does this feature bring for the service provider? Examples: faster processing, fewer errors, cost savings, simpler staff work, better compliance

• How will this benefit the end user? Will it make things easier, faster, or otherwise better for them?

Results

When you complete this template for each step in your future journey, you’ll have a clear, practical map of how your future service will operate. You’ll see exactly what’s new, what’s staying the same, and where significant changes are required.

This process helps you spot risks, estimate the effort involved, and engage the right people early. It makes sure your service concept isn’t just a good idea, but something your organisation can actually deliver.

You’ll leave with a detailed picture of your process, ready to guide pitching, testing, planning, and conversations with decision-makers.

Tips

• Highlight changes: Focus on what’s changing, not documenting every tiny step

• Make benefits stand out: Be clear about how a new service feature compares to Today’s Business Process and what the benefits of the change are

• Be realistic: flag challenges now, not later. List multiple realization options if applicable. Involve people who do the day-to-day work: they know where change is hardest.

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