In my experience, process mapping, particularly As-Is and To-Be mapping, is crucial for understanding and improving business processes. In a retail-specific context, I have worked on projects where we first conducted a thorough analysis of the current state, or As-Is process, by engaging with various stakeholders, including store managers and sales teams, to gather insights into existing workflows. We used tools like BPMN to visualize these processes, which helped in identifying bottlenecks and inefficiencies. After establishing a clear understanding of the As-Is state, we collaborated with stakeholders to define the desired future state, or To-Be process. This involved brainstorming sessions and workshops to align the process improvements with business goals. We then documented these processes and worked closely with the development team to ensure that the technical solutions implemented were in line with the To-Be process. This approach not only streamlined operations but also enhanced customer experience by reducing wait times and improving service delivery.