Initiatives compete
Teams start projects independently while shared dependencies surface too late.
MANAGEMENT CONSULTING + IMPLEMENTATION
Change that reaches the operating reality.
We align the operating model, automate core processes and establish control over the change portfolio.
A decision ownerAn end-to-end processAcceptance evidence
DECISIONWhat must work differently?
01Strategy
02Operating model
03Process
04Data
05Implementation
CONSULTING, CONFIGURATION AND IMPLEMENTATION OF INTECRACY GROUP SOLUTIONS
A5.ERPScriptumScriptum.DMSDeals
WHY CHANGE STALLS
The strategy is approved. The operating reality stays the same.
The gap is rarely one missing system. It appears between decisions, accountability, processes and data.
Responsibility dissolves
A process crosses functions, but no one owns its outcome or exceptions.
Data argues with itself
The same indicator has several definitions and every meeting begins with reconciliation.
Pilots never become work
A demo looks convincing but lacks an operating role, control and scaling path.
ONE TRANSFORMATION SYSTEM
Connect the decision to the way work is done.
We design the management and technology loop together, then validate it on one end-to-end scenario.
THE RESULT
A change the organisation can operate.
The target model connects value, authority, process, information and technology. Every transition has an owner and an acceptance condition.
How we structure the work ↗- 01ValueWhy this change matters
- 02Decision rightsWho chooses and accepts
- 03ProcessHow work moves end to end
- 04DataWhat the decision relies on
- 05TechnologyWhat makes the model repeatable
WHAT WE CHANGE
From portfolio choices to daily operations.
01
Transformation strategy and business case ↗
Turn a broad ambition for change into an agreed portfolio of decisions: what changes, why, in which sequence and how the result will be accepted.
A decision that can be defended and delivered
02
Target operating model ↗
Define how roles, processes, data, controls and technology will work after the change. Close the gap between a slide diagram and day-to-day operations.
Clear accountability in the new way of working
03
Process architecture and automation ↗
Break a process down into decisions, data and exceptions, then automate an end-to-end scenario. Use AI where its output can be verified and handed safely to a person.
Fewer manual hand-offs and more control
04
Transformation office and change portfolio ↗
Create one governance loop for initiatives, dependencies, risks, resources and business readiness. Leadership sees the choices that matter rather than reporting for its own sake.
A portfolio that can be managed
05
Management data and analytics ↗
Connect metrics to decisions, sources and owners. Build analytics where a number can be explained, reproduced and used in an operating cycle.
One shared picture for the management team
06
Controlled AI transformation ↗
Select scenarios where AI changes the speed or quality of a decision, prepare data and controls, validate a pilot and only then scale.
AI as part of the process rather than a standalone demoEVIDENCE BEFORE SCALE
Four decisions. One controlled path.
The output of each step determines whether the next investment is justified.
- 01
See the system
Map decisions, pain points, dependencies, data and constraints before selecting technology.
Transformation map - 02
Choose the lever
Compare scenarios and build a business case with assumptions, owners and acceptance criteria.
Decision and first-wave scope - 03
Prove it in a process
Run one end-to-end scenario including exceptions, integrations and outcome controls.
Pilot with evidence - 04
Embed the change
Hand over rules, roles, training and governance cadence. Scale only after readiness is validated.
A managed operating model
INTECRACY GROUP
Enterprise products inside the target model.
We implement products around the decisions, roles and data already defined. Product scope and integrations are verified during discovery.
OPERATING CORE
A5.ERP
A shared operational and accounting core
Implement A5 Solutions subsystems for accounting, finance, purchasing, contracts and HR. The target process model determines the solution scope.
About the solutionPROCESS ORCHESTRATION
Scriptum
Processes, roles and exceptions in one flow
Configure forms, registers, workflows and deadline controls for end-to-end business processes. Integrate with the client's existing systems.
About the solutionDOCUMENT INTELLIGENCE
Scriptum.DMS
Managed documents and verifiable knowledge
Implement document management, versioning, access and AI-assisted processing. Model answers must rely on current sources.
About the solutionDIGITAL AGREEMENTS
Deals
Approval and signing without losing control
Implement electronic exchange and signing with transparent status, authority and a link to the internal process.
About the solutionUnityBase is an enterprise solution platform. Product capabilities, modules and licensing are confirmed for the selected configuration.
TRANSFORMATION FIELD NOTES
Practical choices behind complex change.
Anton Marrero and Yurii Syvytskyi showed a unified digital ecosystem for a large organization
On July 14, 2026, during the Intecracy Customer Workshop, Anton Marrero and Yurii Syvytskyi detailed the integration of ECM, BPM, MDM, and AI within a single architecture.
Master Data Management: The role of Data Stewards and Owners
The transition to decentralized architectures and AI integration has revealed a critical bottleneck: the lack of clear data ownership undermines the reliability of enterprise systems.
Automation antipatterns: chaos, RPA, and AI risks
How to avoid cementing inefficiencies, replace fragile RPA scenarios with reliable API integrations, and safely implement AI into operational workflows using BPMN and DMN standards.
BEFORE THE FIRST CONVERSATION
Questions worth answering early.
Open a question to see the answer.
Where do we start when many initiatives already exist?
Start with a short portfolio diagnostic: which business decision each initiative supports, what it depends on and who accepts the result. This reveals overlap, gaps and the real sequence.
Do all systems need to be replaced?
No. We separate process or accountability problems from technical limitations. A new product is introduced when it closes a validated gap and fits the target architecture.
When does AI produce practical value?
When the decision, input data, tolerated error and action after the model's answer are defined. We test a pilot on real scenarios, including incomplete and conflicting data.
How do you make consulting outcomes concrete?
Each stage ends with an artefact and a decision: a map, business case, process model, test evidence or delivery plan. Economic effects are estimated using client data, without generic promises.