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Inside the Workspace · 3 of 8

Find where work waits.

Most of a workflow’s time isn’t spent working. It’s spent waiting. Find the wait before you automate anything.

Reggie Britt · Pegasus Source

The idea

The usual pitch is speed. Speed is rarely the problem.

Most agent pitches promise the same thing: the work gets done faster. Faster review, faster data entry, faster answers. It sounds like the whole point.

Then you time one real workflow from start to finish. A new commercial policy application takes 22 days end to end. The hands-on work adds up to under three hours. For the other 99.5% of the time, the case is sitting in a queue, waiting on a document, or waiting for someone to sign.

Make every step twice as fast and the case still takes 22 days. Remove the one longest wait and it takes 16. That’s the whole argument in two numbers.

One new commercial policy application, end to end

The example built into the Where work waits tool

Worked: 2.7 hours (0.5%)Waiting: the rest of 22.1 days
As it runs today
22.1 days
Every step done twice as fast
22.1 days−0.3%
Take out the longest wait
16.1 days−27%
The longest wait sits before the documents come back from the customer: six days. Speeding up the work barely moves the total. Removing that one wait takes out more than a quarter.

Agents rarely save time by working faster. They save it by taking out the wait.

In the workspace

List the steps. The answer builds as you type.

Where work waits asks for one workflow and its steps. For each step you put down two numbers: how long the case sits before the step starts, and how much hands-on work the step takes. Then who or what it’s waiting on.

Rough numbers are fine. The gap between work and wait is usually so wide that being off by a day doesn’t change the answer. You can reorder steps by dragging them, and the longest wait is marked for you.

Where work waits: each step as a card with its wait, its work time and what it is waiting on; step 4, Documents come back, is outlined and tagged Longest wait
Each step is a card: the wait before it, the work in it, and what it’s waiting on. The longest wait is outlined and tagged.

Beside the steps, the result updates as you go. It tells you whether the workflow is mostly working or mostly waiting, lays every step on one timeline, and names the place to start. At the bottom it compares the two changes side by side: the work done twice as fast, against the longest wait taken out.

The result panel: Mostly waiting, a timeline of eight steps with the longest wait highlighted, a Start here note, and three bars comparing today, twice as fast and the longest wait removed
The result: a verdict, every step on one timeline, where to start, and which change actually moves the total. Shown from the Pegasus Source door with the tool’s built-in example.

Then ask

What is the case actually waiting for?

Finding the longest wait is the first half. The second is naming what it’s waiting for, because each kind of wait has a different fix, and only some of them are agent work.

A missing document

Someone has to chase it. This is where agents earn their keep: the follow-up, the reminder, the check that what came back is complete.

A queue

The case is ready but nobody has picked it up. The fix is routing and capacity, and an agent can take the triage that clogs the queue.

A signature

A person has to decide. That decision stays with a named person, but you can ask whether it needs that person, and whether everything around it can be ready when they look.

A batch run

The system only moves the case once a night or once a week. No agent fixes that on its own. It’s a question for whoever owns the system.

And one more question, the one people skip: does that step need to exist at all? Plenty of waits sit in front of a check that nobody remembers asking for.

At Silver Lake

The same shape in a loan renewal.

Silver Lake Financial Group ran its commercial loan renewal through the same tool. Four and a half hours of work, spread across 27.2 days. The longest wait was nine days, before the borrower’s financials came in.

Twice-as-fast work saved a fraction of a day. Taking out the nine-day wait saved a third of the time. So the first agent belongs on the chasing: getting the financials in, not reading them faster.

Silver Lake Financial Group is a demonstration company Pegasus uses to show this work running live. silverlakefinancialgroup.com ↗

By door

The same tool, whichever door you came in.

Where work waits is in every workspace. What tends to sit in the longest wait is what changes.

Pegasus4i

The wait is often at the edge of the platform.

IBM i usually does its part quickly. The days go to what happens around it: a nightly job, a file waiting to be keyed in, a hand-off to a system that can’t see the case.

Find the wait in Pegasus4i →
Pegasus Collective

The wait is usually a decision.

Approval chains, sign-offs and hand-offs between teams. Most steps in a slow chain are habit, not judgment, and an agent that could act in seconds still waits days for the organization to catch up.

Find the wait in Collective →
Pegasus Source

The wait is usually someone outside.

A customer who hasn’t replied, a supplier who hasn’t confirmed. For a small team, the chasing is the job nobody has time for, which makes it the first job to hand over.

Find the wait in Source →

Where work waits sits behind a free profile, so your workflow is saved and the other tools can open on it. The read before it needs no account.

The series

Inside the Workspace. One tool at a time.

01

How the workspace works, and whyWhy it exists, what happens at each step, and what happens to your data.

Read
02

Start with where you standYou can’t plan a crossing without knowing your starting point.

Read
03

Where work waitsMost of a workflow’s time is waiting, not working. Find the wait before you automate.

You’re here
04

Draw the work before you automate itWhich steps an agent can carry, and which decisions stay with people.

Coming
05

Capacity, not headcountAgents free judgment. The math should show capacity, not cuts.

Coming
06

Watch it runA governed agent team you can operate yourself, in a demonstration company.

Coming
07

Know your modelsOpen or closed, and where the model runs, is a governance decision.

Coming
08

When the customer is an agentAgents are learning to buy. Decide what they may do at your door.

Coming
← Part 2: Start with where you stand Next: Draw the work before you automate it · coming