"Two days? Last time we changed systems it took six weeks." That's the most common reaction when we say how long a Giki onboarding takes. And the scepticism is well earned — most people have lived through implementations where workshops followed workshops and the system was still empty three months later.
The difference isn't that we work faster. It's what the time is spent on.
Most of the work is already done — by you
A classic implementation starts from zero: what are the departments called, who works here, which documents do you have, what equipment is on the floor? Weeks of meetings to re-type knowledge the company already has.
Giki's onboarding starts from the other end. You build your world with four questions — and from your industry and your answers, the pack pre-fills itself: the organisation with the roles your kind of company has, the recurring tasks, the routines, the documents behind the standards you ticked, and the legal requirements that apply to you regardless.
After that you correct instead of entering. It's the difference between writing an essay and editing a draft.
The holes drive the conversation
While you fill things in, the pack keeps count on its own: nine areas, and each one states honestly what's missing — "8 roles have no e-mail", "no routines chosen yet". So when we meet, the agenda isn't "let's go through everything". It's the list of holes.
And the decisions that CANNOT be pre-filled, we refuse to guess at. Who approves the final step of a deviation is a decision about your organisation — we make it together, during the review. The system never invents an answer there.
Day two ends with tasks on boards
Once the pack is reviewed, we write it into your account. Not as an empty shell with logins — but with the org chart in place, the routines as flows, the documents where they belong, and the recurring tasks on named people's boards.
What used to be a six-week project is two days — because those six weeks mostly consisted of moving knowledge from your heads into a system by hand. Now the pack does the moving, and people are spent where they're actually needed: on the decisions.