My last post asked where orders actually get stuck -> https://ariscommunity.com/users/leehamilton/2026-07-21-order-management-where-does-your-order-actually-get-stuck
This one's about what happens after you find the answer.
Spotting the problem is the easy half. Getting someone with the authority to act on it is where most good catches quietly die.
The reason is usually simple - what you noticed and what gets attention aren't the same language. "Orders sit in approval too long" is an observation. It's not a business case.
The three things that actually travel upward are conformance rate, cycle time, and cost-to-serve. Not because they're more important than what you found, but because they're the numbers a process owner or a finance lead already tracks, so translating your bottleneck into one of these three is usually the difference between "noted" and "let's fix this."
One thing worth saying before that translation works, though, you need something to measure against! If "slow" means something different in every region or team, there's no shared version of "normal" to point at when you say something's broken. That shared standard has to exist first.
If you want the fuller version of this argument, chapters 1 and 2 of our eBook, The Working Capital Playbook, walk through exactly this - why cash gets stuck in Order Management, and what a defined process buys you before you can even measure the delay. It's built to be something you can actually hand to a process owner, not just read yourself:
With that said, I am genuinely curious of what the community experience is. What's actually worked for you in getting a process problem taken seriously? A specific number, a financial figure, something else entirely?
Drop it below and let know.