A good report is no substitute for process control.

On 21 October, Chile's Financial Market Commission (CMF) opened a public consultation on adjustments to the Consolidated Debt Registry (REDEC). Among other changes, it proposes that when a debtor's requests are grouped, that grouping should be reported and each individual request identified. It also proposes simplifying the management report when there has been no activity. These are proposals, not new obligations already in force.

Grouping work does not remove responsibility for each case. Receiving a request, reviewing the supporting information, making a decision, updating the records and communicating the response are parts of a single journey. The operational question is whether the company can follow that journey in full and explain what happened, who decided and on what basis. The consultation does not show that any entity is failing, nor does it reveal its internal causes.

At a company operating across Latin America, I structured controls over invoicing and direct costs for more than 120 services, together with weekly backlog reports for executive management. This was internal control, not regulatory reporting. The lesson was that definitions, sources and responsibilities had to be aligned for the report to support management.

So what?
Before adding another dashboard, it is worth building a clear picture of the actual journey. At Corte Consultores, we start with the decision the team needs to validate. We compare processes, documents, systems, responsibilities and evidence. Guided by that need, we seek to understand and explain the current situation before recommending changes. Clarity first, then transformation.

If a request is resolved in customer service but remains pending in operations or does not update the reported data, closing the ticket is not the same as closing the process. For customers (CX), this means experiencing the company's contradictions; for employees (EX), it means overcoming or reconciling them across departments and systems. Reducing that work could free up capacity, avoid rework and improve the working environment, but first we need to understand the process end to end, across the different departments.

My take:
The closure of a case cannot depend on which department reports it. If customer service, operations, administration and finance have different answers or attitudes, the company will not have a fundamental solution: it will merely have swept the problems under the carpet. Transformation must resolve that situation, not speed up the activities and reports that conceal it and allow it to accumulate. Even if that makes some of those responsible uncomfortable.

#E2EProcesses #ManagementControl #Traceability #CustomerExperience