Process improvement is not just about fixing what is broken. It is about understanding how work is currently done, identifying what is not working, and designing a better way forward. This is where AS IS analysis and the TO BE process model play a critical role.
If you are preparing for interviews in business analysis, process consulting, operations, or transformation roles, you will almost certainly face questions around AS IS and TO BE analysis. Interviewers want to know whether you can assess existing workflows, perform gap identification, and contribute to a practical process improvement strategy.
This blog explains these concepts in a simple and structured way so you can confidently discuss them in interviews and apply them in real projects.
Understanding AS IS Analysis
AS IS analysis refers to the detailed study of the current state of a business process. It focuses on how work is actually being performed today—not how it is supposed to be done according to policy documents.
The goal of AS IS analysis is to:
- Map existing workflows
- Identify bottlenecks and inefficiencies
- Understand roles and responsibilities
- Capture systems and tools being used
- Highlight risks and control gaps
In simple terms, AS IS analysis answers the question: “Where are we right now?”
How to Perform AS IS Analysis
A structured AS IS analysis usually involves:
1. Requirement Elicitation and Stakeholder Interviewing
You start by speaking to stakeholders, process owners, and end users. This is where Stakeholder Management becomes important.
You gather insights about:
- Daily activities
- Pain points
- Manual workarounds
- System limitations
2. Process Mapping
You document the current workflow using:
- BPMN 2.0 diagrams
- UML Diagramming
- Simple flowcharts
This visual representation helps in understanding handoffs, approvals, and dependencies.
3. Data Collection and Performance Metrics
You review:
- KPIs and KRIs
- Error rates
- Processing times
- Rework percentages
This helps measure Operational Efficiency and sets the baseline for improvement.
4. Gap Identification
Gap identification is the core outcome of AS IS analysis.
You identify:
- Process delays
- Duplicate activities
- Control weaknesses
- Technology limitations
- Compliance risks
This step often overlaps with Gap Analysis and Root Cause Analysis.
Understanding the TO BE Process Model
Once you understand the current state, the next step is to design the future state—the TO BE process model.
The TO BE process model represents how the process should ideally function after improvements are implemented. It answers the question: “Where do we want to be?”
A good TO BE process model is:
- Efficient
- Scalable
- Aligned with business strategy
- Technology-enabled
- Risk-aware
Key Elements of a TO BE Process Model
A TO BE process model defines the improved future state of a business process after optimization or transformation. It focuses on enhancing efficiency, eliminating inefficiencies, and aligning processes with organizational goals.
1. Alignment with Business Strategy
The redesigned process should support broader Business Strategy and Strategic Planning goals. It should not exist in isolation.
2. Elimination of Waste
Using principles from Six Sigma/Lean, unnecessary steps, delays, and rework are removed.
3. Automation and System Integration
Technology plays a key role in many TO BE models. Tools such as Jira & Confluence may be used for workflow management, while Business Intelligence (BI) tools like Power BI or Tableau may support reporting and decision-making.
4. Clear Roles and Governance
The TO BE process should clearly define:
- Ownership
- Approval hierarchy
- Escalation paths
- Risk Assessment mechanisms
Linking AS IS Analysis to Process Improvement Strategy
AS IS analysis and the TO BE process model are not separate activities. They are part of a structured process improvement strategy.
A typical improvement cycle looks like this:
- Understand current state (AS IS analysis)
- Identify gaps and root causes (gap identification)
- Design future state (TO BE process model)
- Evaluate feasibility and cost (Cost-Benefit Analysis, Feasibility Studies)
- Implement change (Change Management)
- Validate outcomes (Solution Validation, User Acceptance Testing)
This structured approach ensures that improvements are data-driven and not based on assumptions.
Role of Business Process Reengineering
When incremental improvements are not enough, organisations may adopt business process reengineering.
Business process reengineering involves radically redesigning core business processes to achieve dramatic improvements in cost, quality, service, or speed.
In such cases:
- AS IS analysis helps uncover deep structural inefficiencies.
- The TO BE process model may represent a completely new workflow.
- Systems Analysis and Enterprise Architecture considerations become critical.
Unlike small optimisations, business process reengineering may involve:
- Organizational restructuring
- New technologies
- Vendor Management changes
- Major policy updates
Practical Example of AS IS and TO BE Analysis
Let’s consider a simple example: a manual invoice approval process.
AS IS Analysis
Current state:
- Invoices are received by email.
- Data is manually entered into Excel (Advanced).
- Approvals are requested via separate emails.
- No centralised tracking.
- Frequent delays and missing invoices.
Through gap identification, the following issues are found:
- Duplicate data entry
- Lack of visibility
- High error rate
- No KPI/KRI Development framework
TO BE Process Model
Future state:
- Invoices are uploaded to a centralised system.
- Automated workflow routes invoices for approval.
- Notifications are triggered automatically.
- Real-time dashboard built using Business Intelligence (BI).
- Defined SLAs and monitoring metrics.
The result:
- Improved Operational Efficiency
- Reduced errors
- Faster approvals
- Better audit trail
This example shows how AS-IS analysis directly supports a clear and measurable process improvement strategy.
Tools and Techniques Supporting AS IS and TO BE Analysis
Several techniques strengthen the overall analysis:
- SWOT Analysis to evaluate internal strengths and weaknesses.
- Customer Journey Mapping when processes affect customer experience.
- Workshop Facilitation to gather cross-functional inputs.
- Use Case Development to define system interactions.
- Impact Analysis to assess downstream effects.
- Decision-Making Frameworks for Prioritising Changes.
- MoSCoW Prioritisation to categorise requirements.
Documentation is also critical. Analysts often prepare:
- Business Requirement Document (BRD)
- Functional Requirement Document (FRD)
- Technical Documentation
These ensure that the TO BE process model is clearly understood before implementation.
Common Interview Questions on AS IS and TO BE Analysis
Interviewers often test both conceptual clarity and practical experience.
They may ask:
- How did you perform AS-IS analysis in your last project?
- What techniques did you use for gap identification?
- How did you validate your TO BE process model?
- How did you ensure stakeholder alignment?
- How did you measure improvement?
Your answers should reflect structured thinking and practical exposure.
Common Mistakes to Avoid
When working on AS IS and TO BE analysis, avoid these mistakes:
- Relying only on documentation without speaking to users.
- Designing a TO BE process model without understanding constraints.
- Ignoring Change Management challenges.
- Skipping Risk Assessment.
- Failing to define measurable KPIs.
A strong process improvement strategy always balances ambition with practicality.
Why AS IS and TO BE Analysis Matters for Your Career
Understanding AS IS analysis and the TO BE process model is valuable for roles such as:
- Business Analyst
- Process Consultant
- Operations Manager
- Product Owner
- Transformation Lead
These skills demonstrate Systems Analysis capability, structured thinking, and the ability to drive Workflow Optimisation.
In interviews, clearly explaining how you conducted gap identification, designed a TO BE process model, and contributed to business process reengineering can significantly strengthen your profile.
Conclusion
AS IS analysis and the TO BE process model are foundational elements of any successful process improvement strategy. AS IS analysis provides clarity about the current state, while the TO BE process model defines the desired future state. Together, they enable structured gap identification and informed decision-making.
Whether you are working on incremental improvements or full-scale business process reengineering, these concepts help ensure that changes are logical, measurable, and aligned with organisational goals.
If you are preparing for interviews, focus on explaining:
- How you performed the AS IS analysis
- How you conduct gap identification
- How did you design the TO BE process model
- How you validated and implemented improvements
Clear examples and structured thinking will always stand out.
