Drive the Flow: Process and Workflow Improvement Training
Drive the Flow trains your team to fix the processes slowing the work. RBC's team delivered 2100% ROI in 3 months using this participant-driven approach.
In Drive the Flow (Process and Workflow Improvement Training) your team fixes the processes slowing the work. RBC's team delivered a 2100% ROI in 3 months using the same participant-driven approach. When the people who live inside the process also redesign it, the redesign ships. Consultants deliver reports. Drive the Flow delivers process changes your team has implemented before the workshop ends. The program pairs Learn2's Natural Approaches with the participant-driven method. Your team names the real friction points, maps the causal chain, and commits to specific process moves. Workflow proof stack: RBC - 2100% ROI in 3 months + Fix the friction, engagement follows.
Are Your Processes Slowing Down the Work?
Stop complaining about the problems, stop hiring consultants, and give your staff the tools and strategies to fix your internal work processes.
A bank gave their staff the skill to improve the internal processes and workflows and within 3 months, the team members delivered a 2100% return.
Nothing is worse than endlessly repeating a poorly-designed process. Everyone’s time gets wasted and work expands beyond the time allotted. Invest in your team’s ability to improve workflow now and forever with our process improvement training program.
This one-of-a-kind leadership development program delivers tools and methodologies to independently anticipate and solve workflow and process challenges before they arise. In this experience, you apply the tools you learned and practice managing workflow in a productive environment. The hands-on activities enable you to improve internal workflows and the processes causing the workflow challenges. The workflow improvement workshop allows you multiple opportunities to test and validate the workflow management concepts.
“In the past the humans have been first; in the future the system must be first.” ― Frederick Taylor
How Our Process Improvement Training Programs Work
Teams learn by doing. They improve internal processes and workflows by actually doing it. Participants learn how to quickly map a process then improve that process to increase capacity and speed.
The simulation builds important practical skills, so your team learns how to continually improve workflow processes.
Individuals and teams practice implementing a workflow improvement project and track their results. Watch the culture of accountability and productivity results improve dramatically while you receive a high return on your investment.
The Project Is Where the Return Comes from
Nobody earns a return from a workshop. They earn it from what happens after. Every participant leaves with a High Impact Project: one real process they own, scoped against a number the business already cares about, with a date. That is the mechanism behind the RBC figure below, and it is why the result is measurable at all. Most RBC participants had finished three or four projects inside their first quarter.
Your Team Does the Work You Would Have Hired Consultants for
A consulting firm sends people who have to learn your business before they can help, hands you a report, and leaves with the knowledge. Your team already knows where the work snags. What they have never been given is the method, the authority, and a reason to finish.
That is the whole design. Participants learn to define a process, measure it, find the root cause, and build a grounded business case they present to their own manager for approval. Those are consulting skills, held by the people who live in the process and stay after the engagement ends. RBC ran it nationally so every business unit had its own people doing this work continuously, instead of buying the same diagnosis again every few years.
The cost comparison is not close. A single participant's first project returned $13,398 against a $574 investment. Consulting engagements at that scope are quoted in the tens of thousands, and the capability leaves when the invoice is paid.
Your People Feed the AI, Not the Other Way Round
Buy an AI process tool and it arrives knowing nothing about how work actually moves through your building. The friction lives in the handoffs, in the workaround someone invented four years ago, in the approval everybody routes around. Your people know all of it and it has never been written down.
The room captures it first. Your team maps the real flow, names the friction, and agrees the fix. We gather what they build, and that becomes the material AI support runs on afterwards: the checks, the prompts, and the reminders that keep the new process alive when attention moves on. The room comes first and the software comes last, because a tool trained on a generic process improves a generic company. See how the same order works for custom simulators built from your own people.
Certify Your Own People to Run It
Drive the Flow is fully certifiable. Your own facilitators get licensed to run it internally, so every new team and every new site gets the same experience without booking us. RBC did exactly this: after a competitive pilot it went national, then licensed the program in English and French and kept delivering it with their own certified facilitators long after the first 300 people had been through. Certification is what turns one good workshop into a capability you own. See the certification path.
What Happened at RBC
RBC wanted staff who could fix workflow themselves instead of escalating it. Two of our people spent time inside the business first, watching how work moved from the Mortgage Process Centre through to the Customer Service Group, and the experience was built on what they found.
An eight-session pilot ran before anything scaled. Drive the Flow was then chosen for national rollout, translated into French for eastern Canada, and handed to RBC's internal facilitators. over 300 leaders and staff went through it. RBC then licensed Drive the Flow in English and French and kept running it past that first 300 with their own certified facilitators. One participant's first project returned $13,398 on a $574 investment. 91.1% said it changed their skills, attitudes or perceptions. It won the 2003 Canadian Training Excellence Award.
Find out what your team needs next
Complete the 3-minute Learn2 leader survey. We will send back a short read on how to support your team right now and the development they most likely need next.
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What Participants Say
“Seeing how smart efficiencies can influence the end result in a big way." — Susanne Welsh, Sr. Team Leader, Royal Bank of Canada”
“Since I have thousands of items to be processed worth millions of dollars, I will be better prepared to streamline process, increase revenues, and decrease costs." — J. Drakes, Sr. Team Leader, Royal Bank of Canada”
“Actual hands on activities were quite beneficial: less quick fixes, more long term solutions to increasing customer and employee satisfaction." — Annette McCann, Sr. Team Leader, Royal Bank of Canada”
What Your Team Takes Away
Consider the implications of actions on others workflow
Anticipate unintended consequences of actions
Describe and map workflow
Address challenging situations using a systematic approach
Tackle the causes of issues instead of applying quick fixes
Apply the concepts of workflow management
Determine what and when to measure
Practice improving workflow
Take the 3-minute leader survey →
Frequently Asked Questions
- What is workflow improvement?
- Workflow improvement means fixing the steps that slow the work down. The people who live inside the process map the real friction, find the root cause, and redesign the flow. Because they built the fix, the change sticks. RBC's team delivered a 2100% return in three months this way.
- How is this different from bringing in consultants?
- Consultants hand you a report. Here your own team ships the process changes before the session ends. They name the friction, agree on the fix, and commit to it together. You get results you can measure, not a binder on a shelf.
- Does this work for technical or exploration-to-production workflows?
- Yes. Complex, technical, and exploration-to-production workflows benefit most, because the friction hides in the handoffs between teams. When the people who run each stage map the whole chain together, the buried delays surface and get fixed.
- Can we certify our own people to run Drive the Flow?
- Yes, it is fully certifiable. Your facilitators get licensed to run it internally, so every new team and every new site gets the same experience without booking us. RBC took it national this way, delivered by their own certified facilitators in English and French.
- How does AI fit into process improvement?
- It comes last, not first. An AI tool arrives knowing nothing about how work actually moves through your building, because the friction lives in handoffs and workarounds nobody wrote down. Your team maps the real flow first, and what they build becomes the material the AI support runs on afterwards — the checks and reminders that keep the new process alive.
- What makes the return measurable?
- Every participant leaves with a High Impact Project: one real process they own, scoped against a number the business already tracks, with a date. The workshop does not produce the return; the project does. At RBC most participants finished three or four projects in their first quarter.
- Is Drive the Flow available in French?
- Yes. It runs in English and French. RBC had it translated for their eastern-Canada teams and rolled it out nationally in both languages.
- How can my team improve workflow and process without consultants?
- Give them the method and the authority, because they already have the knowledge. Consultants spend the first weeks learning what your people know on day one. In a two-day experience your team learns to define a process, measure it, find the root cause, and build a grounded business case for the fix. They present it to their own manager and implement it. At RBC one participant's first project returned $13,398 on a $574 investment, and the capability stayed in the building.
- How can my team do the work of management consultants?
- The consulting method is learnable and it is not the hard part. Defining a process, measuring it, isolating the root cause, costing the fix and making the case are all learnable in two days. What a consultant cannot bring is knowing where the work actually snags, and your people have that already. RBC rolled this out nationally so every business unit had its own people doing continuous process improvement rather than buying the same diagnosis again every few years.
- How do I get my team to actually improve our processes?
- Stop asking for suggestions and give them ownership of one project each. Suggestions go into a box and die. Every participant here leaves owning a specific process, with a measurement, a business case, and a date to present it. Because they chose the problem and built the case, they finish it. Most RBC participants completed three or four projects in their first quarter.
- What if we already have an improvement methodology?
- This works alongside it. Lean, Six Sigma and the rest describe what good looks like; the gap is usually that the people doing the work were never given the method or the room to apply it. This is the participant-driven layer that gets your existing methodology used by the people closest to the process.
Interested in This Experience?
See a demo of a participant-driven experience, then we design an experience that solves it.