product
solutions
resources
about us
Unlock the full potential of your business

3-Cubed Solutions

See how our unique software can help you solve the most complex business problems.

Our digital twin uses design thinking and augmented intelligence to help you generate actionable insights and drive real results. From improving customer experience to reducing costs and increasing compliance, you can count on 3-Cubed to give you the edge you need to succeed.

book a Demo
Real-world Use Cases

See How Businesses Have Used 3-Cubed to Achieve Success

3-Cubed is a versatile solution that can be applied to a wide range of industries and business functions. From designing a new operation for a new business line, to improving results for a matured operation, to helping design an optimal shared service, our clients have used 3-Cubed to achieve significant results. Here as some of the typical use cases and situation in which our customers turn to 3-Cubed for faster, better and more assured results.
Corporates
BPO Providers
Consultants
New Product Launches
fiber_new
Design operations to target the needs of the desired target (client experience) while maintaining the ability to scale (cost) and meeting regulatory and policy requirements (control)
Going to market faster and more efficiently
Geographic Expansion
add_location_alt
Navigate the complexities of new markets, taking into account local regulations (control), cultural differences (clients) and competitive price points (cost). Prepare fully to ensure success.
Navigating new territories with confidence and control
Digital Transformation
memory
Understand the impact of new technologies on your operations and ensure ROI (cost). Mitigate unintended consequences (control) to ensure the growth (client experience) you seek.
Empowering your business with technology
Regulatory Changes
gavel
Manage regulatory changes, balancing the need to ensure compliance with the cost of changing controls. Consider both monetary cost and possible degradation in client satisfaction.
Compliance made simple and cost-effective
Mergers and Acquisitions
merge
Integrate mergers and acquisitions seamlessly, aligning operations, systems and teams to generate cost saves while maintaining control and enhancing the client experience.
Optimizing operations and streamlining integration
Cost Pressure
price_change
Identify all areas for reducing operational costs, including those missed by traditional methods. Ensure that you don't compromise controls or clients as an unintended consequence of doing so.
Maximize savings without sacrificing clients or quality
New Competition
store_mall_directory
Stay ahead of the competition by matching or exceeding client experience at a cost point that is sustainable and in compliance with regulations and policies (control)
Optimizing operations and streamlining integration
Supply Chain Disruptions
local_shipping
Quickly and effectively manage capacity disruptions doing more with less (cost), while effectively maintaining all compliance (control) targets and meeting client demands.
End-to-end efficiency in a rapidly changing environment
Tailored Solutions
fluorescent
Win new business with digital twin technology to cater to unique customer objectives and characteristics by calibrating cost, client SLAs and desired levels of operational risk control.
Cater to unique client objectives and features
Smooth Transitions
manage_history
Accelerate and de-risk transition augmented intelligence, minimizing time to revenue by planning all PROFIT functions and mitigating all control and client SLA impediments.
Minimize time to revenue and mitigate delivery risk
Efficient Operations
troubleshoot
Streamline operations with design thinking to achieve desired outcomes in operations. Manage change while meeting client delivery and quality metrics without compromising margins.
Achieve desired operational outcomes while managing change.
Continuous Improvement
trending_up
Continuously improve operations with a 360-degree perspective on all contributing functions, improving operational control, exceeding client SLAs and cost reduction.
Continuously improve operations using all PROFIT levers
Sustainable Renewals
redo
Renew contracts with design thinking, to meet client expectations on delivery and quality standards while being able to provide additional cost saves, all while ensuring contract profitability.
Renew contracts to client expectations while managing cost
SLA Management
alarm_on
Effectively manage customer turn around SLAs and quality metrics levering all PROFIT functions. Use impact analysis to ensure minimum degradation in profitability while doing so.
Manage customer SLAs and operational quality
Business Continuity
production_quantity_limits
Use impact analysis to proactively manage operational risk and delivery standards in case of long- or medium-term capacity disruption events making do with fewer resources (cost).
Proactively manage capacity disruptions to meet contract terms
Quality Assurance
sync_problem
Use design thinking and impact analysis to achieve desired outcomes while balancing the impact that additional or ineffective controls have on cost on customer satisfaction.
Balance cost and client experience while ensuring accuracy
Design of Operations
architecture
Design 360° operations with digital twin technology, ensuring clients are able to meet their targeted client satisfaction metrics while managing their cost and compliance requirements.
Structured methodology for optimal results
Benchmarking Studies
compare
Conduct comparative analyses with the help of augmented intelligence to identify actionable areas of improvement and drive cost efficiency while maintaining control and client experience.
Accurate and actionable insights across all PROFIT functions
Process Maturity
settings_suggest
Assess and improve existing processes using design thinking to customer objectives with equal emphasis on client satisfaction, operational control, and cost efficiency.
Process management through design thinking
Cost and Scale Studies
price_check
Implement cost-saving measures covering total cost and unit cost using impact analysis to ensure that recommendations align with client needs and optimize operational control.
Align cost savings with client needs and regulatory control
Customer Journeys
directions_walk
Design and optimize customer journeys, using a 360-degree perspective to drive client satisfaction while continuing to manage operational risks and at an acceptable cost level.
Optimize customer journeys from all perspectives
Operational Risk Assessment
policy
Identify and manage operational control using our 360-degree perspective for a comprehensive view of risk. Use impact analysis to ensure that controls do not disrupt costs or client needs.
Identify and mitigate risks with digital twin impact analyses
Digital Transformation
devices_other
Lead digital transformations using structured methodology to ensure all functions are aligned to technology changes to meet customer goals across cost, clients and controls.
Use all operational levers to support digital transformation
Implementation Support
checklist
Use the digital twin "best next idea" to provide de-risked implementation support for operations while managing implementation challenges in alignment with cost and client goals.
De-risk implementation for client needs and constraints
Who Can Benefit from 3-Cubed

Empower Your Team with 3-Cubed

3-Cubed is designed to meet the needs of a wide range of users, including business leaders, operations practitioners, process owners, solution architects, business analysts, and delivery leaders. It helps each of these roles achieve their goals by providing a 360-degree view of operations and generating a wide range of ideas for improvement. With 3-Cubed, everyone on your team can work together more effectively to achieve optimal operations.

Executive Leadership

chief executive officer
3-Cubed integrates all critical business functions and prioritizes cost, control, and customer satisfaction to achieve business goals
chief Operations officer
3-Cubed optimizes operations, increasing productivity, ensuring delivery standards and compliance with the optimal level of resources
chief financial officer
3-Cubed provides real financial insights linked to operations. It allows proactive cost management and profitability under different scenarios
chief risk officer
3-Cubed helps design the risk management process to manage forward looking operational risks effectively, balanced by the cost of control
chief technology officer
3-Cubed enables digital transformation, innovation and new technology adoption being aligned with business goals and operations design
chief people officer
3-Cubed optimizes team productivity, improving employee satisfaction through better skill acquisition, workload balance and career paths

3-Cubed Journey Participants

account_circle
solution architect
Click to see benefits
account_circle
delivery leader
Click to see benefits
account_circle
capability owner
Click to see benefits
account_circle
business analyst
Click to see benefits
account_circle
process owner
Click to see benefits
3x Faster
Streamlined decision-making, with a unified view of all goals and levers for quick, informed choices.
30% Better
Identifies all optimization opportunities, ensuring access to the best solutions possible.
3x More Assured
Unintended consequences are anticipated and mitigated, resulting in a more secure path to success.
3x Faster
Quickly identifies and prioritizes optimization opportunities across all functions and operations.
30% Better
Provides a holistic view of all goals and leverages augmented intelligence for optimal solutions.
3x More Assured
Helps ensure successful implementation and results through impact analysis and on-going use.
3x Faster
Accelerates solution ideation and consensus building by streamlining idea selection and impact analysis.
30% Better
Provides a comprehensive view of all operations and potential optimization options.
3x More Assured
Identifies potential implementation challenges and provides recommended next steps.
3x Faster
Standardizes information gathering and validation, allowing for quicker model building.
30% Better
Reconciles data during the model building process, eliminating the need for perfect information.
3x More Assured
Provides insights and validation during model building, increasing confidence in the final model.
3x Faster
One time information gathering and select improvement initiatives, reducing time on multiple projects.
30% Better
3-Cubed provides a holistic approach to, ensuring all areas are addressed with the least effort
3x More Assured
Impact analysis ensures initiatives will have the desired results, providing confidence in decisions.
3x Faster
Streamlines improvement efforts by providing clear instructions and accountability for process owners.
30% Better
Holistic approach across PROFIT levers helps achieve goals with allies from other functions.
3x More Assured
Identify and mitigate any unidentified consequences, leading to more successful outcomes.

Intent

Vector showing two people agreeing on goals
Management discussion on business objectives and resultant operational metrics.

Information

Vector showing person providing information to program
Current state metrics generated based on operational inputs in standardized format.

Insight

Vector showing person looking at different model elements
360°view of key issues and opportunities highlighted along with root cause analysis.

Ideas

Vector showing central idea
Objectives-based decision trees with benefit sizing by operational lever.

Impact

Vector showing the impact on various tables
Impact of applying the ideas, by lever, to verify benefit, consequence, and next layered action.

Implement

Vector showing persons operating a project plan
Changes to people, process and technology generated automatically for execution.
1 day
4 weeks
2 weeks
1 day
The 3-Cubed Journey

Experience the power of a structured approach

The 3-Cubed Journey is a comprehensive approach to operational optimization that follows a 6-I process: Identify, Investigate, Innovate, Implement, Improve, and Institutionalize. This process allows us to take a holistic view of your operations and address all the key areas that need improvement.
building the digital model
Vector showing person providing information to program
insights from the model
Vector showing person looking at different model elements
ideas for improvement
Vector showing central idea
overview
process map
A structured approach to get the information from various sources
  • 3-Cubed uses the following elements to bring your operation to life
  • L3 process map
  • Information on Teams
  • Effort estimates
  • Wait periods and deadlines
  • Systems used
  • Forms and modes
  • Key data elements
  • Controls and Objectives
  • Salaries & Seat Cost
  • 3-Cubed uses no transactional or personally identifiable information
  • You don't need perfect data, just good enough information to make decisions under uncertainty
Process and Operations
process map
A level 3 cross functional process map.
  • Backbone of the digital twin, who does what with whom, in what order
  • Capture all material variations using decisions in the process
  • Capture all teams including in and out of scope
Data Sources
  • MS Visio
  • Process Miners (BPMN)
  • Process Repositories (XML)
  • Excel
Helps Compute:
  • Rework
  • Rejection
  • Paths
  • Schedule
Process and Operations
teams information
Information on the teams in the process map.
  • Initializes a global clock on when what work can be scheduled.
  • Team location; team size; working hours; shift length; if they are humans or machines, in-scope or out of scope.
Data Sources
  • Workforce Tools
  • Process Miners (BPMN)
  • Excel
Helps Compute:
  • Team Size
  • Utilization
  • Total Cost
  • Schedule
Process and Operations
systems and applications
The software technology that is used in the process.
  • Systems or software associated with each activity
Data Sources
  • Operating Procedures
  • Digital Assessments
  • Excel
  • 3-Cubed templates
Helps Compute:
  • Forms and Modes
  • Business Rules
  • Automation Potential
  • Schedule
Process and Operations
product
Input and output of each activity
  • The output of each activity, consumed by the next activity
  • Volume conversion between an input and the output
Data Sources
  • Standard Operating Procedure
  • Excel
  • 3-Cubed Libraries
  • Machine Learning
Helps Compute:
  • Volume
  • Control Objectives
  • Forms
  • Business Rules
Process and Operations
Volume
Number of times the activity is performed daily
  • Start volume and decision percentages
Data Sources
  • Time & Motion Studies
  • Volume Forecasts
  • Budgets and estimates
  • Excel
  • Rapid Sensitivity Analysis
Helps Compute:
  • First Time Right
  • Effort
  • Minimum Team Size
  • Scheduling
Process and Operations
Average Handle Time
Average time it takes to complete one task of an activity
  • You don't need time and motion studies, guestimates are good enough
  • 3-Cubed will identify inaccurate data
Data Sources
  • Time & Motion Studies
  • Process Mining
  • Workflow
  • Estimates
  • Excel
  • Rapid Sensitivity Analysis
Helps Compute:
  • Effort
  • Minimum Team Size
  • Scheduling
team size and work schedule
wait periods
The wait time, if any, between two activities
  • Capture volume arrival, delay in response, or system times
  • You can provide wait periods, times of day, beginning or end of day periods
Data Sources
  • Process Mining
  • Workflow
  • Workforce Planners
  • Observations
  • Rapid Sensitivity Analysis
Helps Compute:
  • Critical Path
  • Scheduling
team size and work schedule
Deadlines
The commitments to finish activities by a certain time
  • Absolute deadlines, irrespective of previous activities or deadlines relative to a previous activity
Data Sources
  • Standard Operating Procedure
  • Policy Documents
Helps Compute:
  • Critical Path
  • Scheduling
computation
scheduling algorithm
Computes resources to complete the tasks
  • Resources, and time for each task
  • Ensure deadlines are met
  • Maximize utilization, minimize delay
Data Sources
  • Effort (AHT and Volume)
  • Work Timing
  • Wait Periods
  • Deadlines
Helps Compute:
  • Critical Path
  • Cycle Time
  • Bottlenecks
  • Peak Utilization
  • Required Team Size
context Information
forms and modes
Physical or digital documents and how they flow in the process
  • Key input, output, and processing forms or systems screen sets
  • Modes are manual, phone, image (pdf), phone, fax, video or digital
Data Sources
  • Standard Operating Procedure
  • Automation Assessments
  • Excel
  • 3-Cubed Libraries
  • Machine Learning
Helps Compute:
  • Automation Potential
  • Business Rules
context information
task parameters and competency
Elements that determine how an activity should be executed
  • Often captured in or part of forms
  • Competency to apply the task parameters and may be Fact, Computation, or Judgment
Data Sources
  • Standard Operating Procedure
  • Automation Assessments
  • 3-Cubed Libraries
  • Machine Learning
Helps Compute:
  • Automation Potential
  • Team Skills and Competency
  • Rework Reasons
  • Control Effectiveness
context information
nva activities
Activities that do not directly contribute to achieving desired outcomes
  • Confirmation of activities as Recording (data entry and retrieval); Routing (sending and receiving forms) and Reporting
Data Sources
  • Standard Operating Procedure
  • LEAN Assessments
  • Machine Learning
Helps Compute:
  • NVA Effort
context information
controls and control objectives
Cbjectives are what ensures compliance; controls are activities that aid the outcome
  • Objectives can be selected or added
  • Confirmation of control activities and mapping to control objectives; and of the residual "risk bearing" activities
Data Sources
  • Standard Operating Procedure
  • Risk Assessments or FMEA
  • 3-Cubed Libraries
  • Machine Learning
Helps Compute:
  • Control Adequacy
  • Control Effectiveness
  • Control Effort
  • Control Rework
financial Information
team salaries
Average salary per team
  • Average team cost, not cost at individual level
  • Select benchmark costs for different experience levels
Data Sources
  • Budgets
  • Risk Assessments or FMEA
  • 3-Cubed Libraries
  • Machine Learning
Helps Compute:
  • HR Cost
  • Competency vs Compensation
financial Information
seat cost
Cost per seat or component by location
  • Consolidated cost per seat per annum or separated into cost per seat and systems cost
Data Sources
  • Budgets
  • Estimates
Helps Compute:
  • Infrastructure Cost
  • Cost of Automation
overview
Goals-wise metrics
Understanding all the metrics that drive objectives and their interrelationships.
  • Cost
  • Effort
  • Rework
  • NVA
  • Automation
  • Peak Utilization
  • Competency
  • Infrastructure
  • Customer Experience
  • Cycle Time
  • Critical Path
  • First Time Right
  • Control
  • Control Adequacy
  • Control Effectiveness
cost
Total effort
The minimum number of people required
  • Calculated using the product of volume and AHT per activity, summed up by team
  • Includes the effort required for rework and for periodic activities
See interrelationships
cost
rework effort
The amount of effort spent in re-doing activities in a rework loop
  • Occurs when the outcome of a decision leads to repeating one or more activities
  • Identify potential reasons including systems, decision parameters, information or competency
See interrelationships
cost
nva effort
Effort spent on activities that do not directly add value to successful outcomes
  • Effort for routing, recording and reporting activities
  • Possible reasons for these NVA activities
  • Cost of the NVA activities, both in increased FTE and on cycle time
See interrelationships
cost
automation
Automation potential for each activity
  • If the activity is automatable and if so, the type of automation possible, along with reasons
  • Prioritization of automation for cost or cycle time
See interrelationships
cost
peak utilization
Intra day utilization be team and identification of time slot with peak utilization
  • Activities causing the peak utilization
  • Reasons for peak utilization: Deadlines, shifts, delays, or effort
See interrelationships
cost
competency & compensation
Classification of different types of activities in the operation and the competency required by team
  • Effort spent on different types of work and on the competency required
  • Comparison of competency with salary to see if cost of competency is justified
See interrelationships
cost
infrastructure cost
Seats required and cost of infrastructure
  • Number of seats required per location based on shifts and team intraday team size
  • Cost of infrastructure by location
See interrelationships
customer experience
cycle time
The time taken to complete the process to desired outcomes
  • Cycle time including critical path, hand-off delays, bottlenecks and impact of rework
See interrelationships
customer experience
rework and reject
Rejection rate and rework resulting in negative touch
  • Where the rework and the rejections happen along with possible reasons for the rework or reject decisions
  • Impact of rework on cycle time and increased interations
See interrelationships
control
control adequacy
Whether all activites have controls, and if so do they have the right number of controls
  • Expressed as lines of defense for each control objective where the ideal number of lines of defense are three: maker, checker, and auditor
  • Holistic view of control adequacy including on all possible paths
See interrelationships
control
control effectiveness
Whether the controls are effective
  • Based on segregation of duty, applicability to risk type, proximity of control and risk type, and if control is checking what the maker is "making"
See interrelationships
overview
objectives driven decision tree
Solution ideas available on metric selection
  • Edit Process
  • non-FTR Effort
  • NVA
  • Automation
  • Control Redundancy
  • Skilling
  • Shifts & Work Hours
  • Work Allocation
  • Wait Periods
  • Deadlines
  • Add Control
  • Control Effectiveness
Each idea a Lego block and is used with other ideas to create the desired outcome
cost
clients
control
edit process
Change the flow and sequence of activities
  • Change the volume flow
  • Introduce parallel processing
  • Redirect controls
See interrelationships
cost
clients
rework effort
Reduce undesired effort in rework
  • Remove rework NVA
  • Automate rework path
  • Train teams for better decisions
  • Change decisions forms or systems
  • Digitize rework path to reduce waiting
  • Change decision%
See interrelationships
cost
clients
nva effort
Remove or reduce the effort of NVA
  • Change teams to remove routing
  • Digitize NVA to reduce wait times
  • Automate NVA to mitigate recording
  • Change control to reduce reporting
  • Consolidate reporting
See interrelationships
cost
clients
control
automation
Reduce effort and cycle time through automation
  • Prioritize automation by objective
  • Type of automation based on forms and task parameters and competency
  • Use benchmark or estimate effort reduction
See interrelationships
cost
clients
control
control redundancy
Remove redundant controls to save effort and cycle time
  • Identify redundant controls
  • Prioritize retained controls based on effort, rework and effectiveness
See interrelationships
cost
clients
control
skilling
Amend task parameters and cost of teams to reduce effort, improve FTR and improve control effectiveness
  • Identify missing task parameters or mismatched competency
  • Adjust team cost to reflect skill acquisition or training required
See interrelationships
cost
clients
shifts and work hours
Change work timings to reduce peaks, remove bottlenecks, and reduce hand-off delays
  • Identify peak patterns, or bottlenecked activities or delays in hand-off and adjust work hours accordingly
  • Automatically updates shift schedule and infrastructure requirement
See interrelationships
cost
clients
control
work allocation
Allocate tasks to appropriate teams to mitigate peaks, reduce bottlenecks or hand-off delays, improve control effectiveness, or reduce rework
  • Identify activities on the peak, that are bottlenecked or causing hand-off delays and fully or partially allocate them to another team with similar skills
  • Identify ineffective controls or rework decisions and allocate them to teams with required competency
See interrelationships
clients
wait periods
Reduce the cycle time by removing or reducing wait periods
  • Identify wait periods or volume arrival patterns on the critical path
  • Consolidate teams or locations, if possible to mitigate wait periods
  • Digitize the information flow to reduce wait times
See interrelationships
cost
clients
manage deadlines
Review and relax deadlines to reduce peaks; or add or tighten deadlines to reduce cycle time
  • Identify deadlines that cause peak utilization
  • Rationalize or remove the deadlines based on downstream requirements
  • Consider parallel paths to reduce the peak impact of deadlines
  • Review activities on the critical path that should occur sooner
  • Add deadlines and see the impact on team size
See interrelationships
cost
clients
control
add controls
Identify under controlled objectives and risks and apply control, as required
  • Select controls from the library to apply to under-controlled risks and control objectives
  • Select controls that cover multiple risk types to prevent the impact of multiple controls on cost and cycle time
See interrelationships
cost
clients
control
control effectiveness
Identify ineffective controls and increase the efficiency to meet compliance standards and reduce rework caused by the control
  • Allocate controls for segregation of duty
  • Train control teams on control activity parameters and competency
  • Move controls closer to "risk bearing" activities for better monitoring and reduced rework
See interrelationships
overview
objectives driven decision tree
Each idea can have on cost, client experience, or control. To determine the impact, 3-Cubed provides impact analysis to predict what the results would be if the idea was (fully or partly) selected.
Impact analysis both mitigates the risk of unintended consequences and suggests further ideas based on the result
Impact analysis is available for each idea and the cumulative impact can be stored as a scenario that determines what all should be done to get to the future operating model and what the metrics of that model would be
book a Demo
Expert Assistance When You Need It

Ensure your success with our product specialists team

3-Cubed is a powerful solution, and its functionality can be sophisticated for the first-time user. As with most things that are worth your while, practice does make perfect. That's why we have a team of product specialists on hand to provide support and training when you need it.

Intent

verified
Business Objectives

Information

backup
operational inputs

Insight

data_exploration
key issues

Ideas

tips_and_updates
decision trees

Impact

assessment
Impact of ideas

Implement

build_circle
Execution Steps.
Training Modules
Customer Success Support
Leadership goals
3 hours
Remote
  • Goals and trade-offs
  • Selecting target metrics
  • Journey expectations
  • Best practices
Audience
Business Sponsor
capability owner
Model Building training module
24 hours
Remote
  • Sources of information
  • Entering and validating information into 3-Cubed
  • How metrics are computed based on information
  • Validating Metrics
Audience
process owner
business analyst
solution architect
Model Solutioning training module
30 hours
Remote
  • Computing and validating metrics
  • How metrics are related and root cause identification
  • Ideas for each metric and how to use them
  • Impact analyses, iteration and scenario creation
Audience
solution architect
delivery leader
Model building Support
Hourly
Remote
  • Model Template Creation
  • Process Map Transcription
  • Modeling Special Situations
  • Errors Troubleshooting
Model insight Support
Hourly
Remote
  • Interpreting Metric Tree
  • Root Cause Identification
  • Modeling Special Situations
  • Errors Troubleshooting
Model ideation Support
Daily
Remote
  • Root Cause Analysis
  • Ideas prioritization
  • Applying all relevant ideas
  • Customizing Ideas
Model scenario Support
Daily
Remote
  • Impact Interpretation
  • "Best Next Action"
  • Modeling Constraints
  • Identifying trade-offs
only 3-cubed provides a 360º view of operations

More robust solutions with 3-Cubed than with any other tool

Compared to traditional methods, 3-Cubed is comprehensive, covering all PROFIT levers, unlike traditional methods that focus on only some aspects of operations optimization.  See why this 360° perspective delivers better, faster, more assured results across your objectives, functions, issues, ideas and implementation.
30% better
thumb_up
3x Faster
update
3x more assured
verified_user

Identifies all issues and suggests all ideas for optimization that would otherwise get missed out with single objective or a single operations lever at a time.

Structured process for information, analysis and the power of computing generates the 360-degree view of the operations to finds the best idea to resolve the selected metrics.

Coordinated and prioritized implementation plan and view of future state metrics that considers all ideas and minimizes risk of stalled initiatives or undesired outcomes.

compare 3-cubed with traditional transformation tools
The interactive image below illustrates how the digital twin connects goals, PROFIT levers, and operational constructs, providing a holistic view of your operations. This helps you make informed decisions that truly impact your objectives, cross-functional impact, and impact on initiatives.
Hover to compare functional tools with 3-Cubed
process mining
BPM repositories
process mappers
lean or six-sigma
process workflow
GRC Planning
risk dashboards
risk predictors
action trackers
risk assessment
productivity trackers
workforce planners
work schedulers
roster management
demand forecasting
budgeting
financial forecasts
financial planners
activity costing
investment planners
automation discovery
RPA Engines
task automation
IT planning
workflow automation
hiring portals
skills assessment
workforce planning
employee productivity
competency mapping
process
risk & control
operations
finance
IT & Systems
talent
book a Demo
only 3-cubed provides a 360º view of operations

Faster, better, more robust. Consistently.

30% better
thumb_up
3x Faster
update
3x more assured
verified_user

Suggests all ideas required to meet objectives

Suggests all ideas required to meet objectives

Mitigates unintended consequences

COST
CUSTOMER
CONTROL
Weeks
Solution Levers
No items found.