For process mapping in a retail environment, I start by conducting a thorough analysis of the current state, or As-Is process. This involves engaging with key stakeholders through interviews and workshops to gather detailed insights into the existing workflows, identifying pain points, inefficiencies, and areas for improvement. I utilize tools like BPMN for visual representation, which helps in understanding the flow of information and tasks.

Once the As-Is mapping is complete, I move on to the To-Be process mapping. This step involves envisioning an optimized future state that aligns with the business objectives and addresses the identified gaps. I collaborate closely with stakeholders to brainstorm and prioritize potential improvements, leveraging best practices and innovative solutions. The To-Be process is then documented, highlighting the changes and expected benefits.

Throughout this process, I ensure continuous communication with both business and technical teams to validate assumptions and feasibility. This collaborative approach not only ensures buy-in from all parties but also facilitates a smoother transition during implementation.