What would you do if end users tell you the current process is fine, but leadership insists it is broken?

1. Take both seriously; they are usually measuring different things. Users judge their own daily experience, and leadership judges an aggregate outcome such as cost, cycle time, or error rate.
2. Get the data. If leadership believes the process is broken, there should be a metric behind it — and if there is not, that is an important finding in itself.
3. Map the process and instrument it. Frequently the process works well for each individual participant while the handoffs between them create the delay leadership sees.
4. Share the findings with both groups together. Users often accept a change once they see the end-to-end picture their own step sits inside.
5. If the data does not support leadership's belief, say so with evidence. Part of the BA's value is preventing an expensive solution to a problem that does not exist.