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  <title><![CDATA[WavePulseFlowPath]]></title>
  <link>https://wavepulseflowpath.com/</link>
  <description><![CDATA[WavePulseFlowPath is a Portland-based operations consultancy helping mid-size organisations fix process bottlenecks and decision ownership problems. Two consultants, direct access, real follow-through.]]></description>
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    <title><![CDATA[What we learned from a summer of short engagements]]></title>
    <link>https://wavepulseflowpath.com/</link>
    <description><![CDATA[Between May and July this year, we ran four Diagnostic Days back to back for clients in three different industries. A few things came up in every single one of them, which probably says something worth writing down.]]></description>
    <pubDate>2026-07-10</pubDate>
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  <item>
    <title><![CDATA[Why we stopped using the word 'alignment']]></title>
    <link>https://wavepulseflowpath.com/</link>
    <description><![CDATA[It started as a joke in a client debrief. Priya counted how many times the word 'alignment' appeared in a set of meeting notes from a client's internal planning session. The number was seventeen. In forty minutes of notes.]]></description>
    <pubDate>2026-06-18</pubDate>
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    <title><![CDATA[Priya Nair on what supply chain consulting taught her about listening]]></title>
    <link>https://wavepulseflowpath.com/</link>
    <description><![CDATA[Before joining WavePulseFlowPath in early 2022, Priya Nair spent a decade in supply chain consulting, mostly with manufacturers in the Midwest. She wrote this piece about the habit that changed how she works.]]></description>
    <pubDate>2026-05-29</pubDate>
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    <title><![CDATA[How to run a handoff audit without a consultant in the room]]></title>
    <link>https://wavepulseflowpath.com/notes/handoff-audit-internal-guide.html</link>
    <guid>https://wavepulseflowpath.com/notes/handoff-audit-internal-guide.html</guid>
    <description><![CDATA[Somewhere between the product team's last stand-up and the client's first support ticket, something slips. It rarely announces itself. It arrives instead as a delayed launch, a miscommunicated brief, a relationship that quietly cools. The handoff — that moment when responsibility moves from one person, team, or function to another — is among the most underexamined seams in organisational life, and also among the most consequential. Most mid-size organisations assume their handoffs are functioning well because no one has formally complained. What the following audit process suggests is that silence is not the same as health. This guide walks through a structured, internally led review that identifies the three most common failure points in handoff sequences, using nothing more than a handful of honest conversations and a single shared document that anyone on the team can maintain.]]></description>
    <pubDate>2025-08-27</pubDate>
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    <title><![CDATA[What BPMN notation actually is and why your team should be able to read it]]></title>
    <link>https://wavepulseflowpath.com/notes/bpmn-notation-plain-english-guide.html</link>
    <guid>https://wavepulseflowpath.com/notes/bpmn-notation-plain-english-guide.html</guid>
    <description><![CDATA[There is a particular kind of meeting — late morning, a projector humming, a diagram filling the screen — where half the room nods and the other half says nothing at all. The diagram is a BPMN flowchart. The people saying nothing are often the most experienced in the room: the operations managers, the team leads, the people who actually run the process being described. They have seen these charts before, pinned to walls in Zurich offices or emailed over from consultants in Amsterdam, and they have learned to read the general shape of things without ever being taught the grammar underneath. This piece is for them. BPMN — Business Process Model and Notation — is not a software tool or a methodology. It is a visual language with a published standard, and like any language it rewards a little formal study. Six symbols cover the vast majority of what appears in a working diagram, and understanding them changes the experience of a process review from passive observation to active conversation.]]></description>
    <pubDate>2025-04-26</pubDate>
  </item>
  <item>
    <title><![CDATA[The difference between a process problem and a people problem]]></title>
    <link>https://wavepulseflowpath.com/notes/process-problem-vs-people-problem.html</link>
    <guid>https://wavepulseflowpath.com/notes/process-problem-vs-people-problem.html</guid>
    <description><![CDATA[There is a particular kind of Monday-morning meeting that most organisations know well. Someone is late with a handoff. A client has slipped through. A deadline has quietly collapsed over the weekend, and now a small group of people sit around a table trying to work out whose fault it is. The room has a temperature. Fingers are not quite pointed, but they lean. What almost never happens in that room is a pause long enough to ask a more useful question: is this a process problem, or is this a people problem? The distinction is not academic. Getting it wrong is expensive — in time, in trust, and eventually in the consultants brought in to fix the wrong thing.]]></description>
    <pubDate>2025-09-24</pubDate>
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    <title><![CDATA[Why approval chains slow down as organisations grow, and what to do about it]]></title>
    <link>https://wavepulseflowpath.com/notes/approval-chain-slowdown-growing-organisations.html</link>
    <guid>https://wavepulseflowpath.com/notes/approval-chain-slowdown-growing-organisations.html</guid>
    <description><![CDATA[There is a particular kind of Tuesday afternoon that Daniel Marsh knows well. A room somewhere — sometimes a glass-walled office in a mid-sized city, sometimes a converted warehouse on the edge of an industrial estate — where a capable, well-meaning team sits with a decision that should have been made three weeks ago, waiting for a signature that is itself waiting for another signature. The work is not blocked by bad intentions or laziness. It is blocked by architecture: the invisible scaffolding of approvals, sign-offs and escalations that the organisation built when it was young and small and has never quite dismantled since. Over six years of diagnostic consulting through WavePulseFlowPath, Marsh has watched this pattern arrive, reliably, somewhere between the fortieth and seventieth employee. It is one of the most consistent — and quietly costly — transitions in organisational life.]]></description>
    <pubDate>2025-06-14</pubDate>
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    <title><![CDATA[How to brief a consultant so the first week is not wasted]]></title>
    <link>https://wavepulseflowpath.com/notes/how-to-brief-a-consultant-effectively.html</link>
    <guid>https://wavepulseflowpath.com/notes/how-to-brief-a-consultant-effectively.html</guid>
    <description><![CDATA[There is a particular kind of Monday morning that operations leaders know well. The consultant is due at nine. The invite went out on Friday. Someone has booked a meeting room and ordered extra coffee, and there is a general sense that things are about to get clearer. By Wednesday, however, the mood has shifted. The consultant is still asking questions that should have been answered on day one. The finance director is unavailable until next week. The process documentation everyone assumed existed turns out to be a set of handwritten notes in a binder no one can locate. A week of expensive time evaporates into orientation. This does not have to be the pattern. The quality of a consulting engagement is largely determined before it begins — by the care, honesty, and specificity that go into the brief, and by how well the organisation prepares the ground for the person it has hired to walk across it.]]></description>
    <pubDate>2026-03-12</pubDate>
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