As-Is/To-Be

Overview

As-Is/To-Be is a method for clearly mapping out the current state (As-Is) and the idealized future state (To-Be) to highlight the “Gap” that exists between them. Rather than simply listing problems, it is used to structure the challenges that must be overcome by working backward from the desired goal.

Rating (1–5)

• Applicability: 5
• Effectiveness: 5
• Complexity: 2
• Misuse Risk: 3

Evaluation Comment

While extremely simple, it is the most versatile starting point for problem-solving. It requires both the honesty to face the current reality (As-Is) and the visionary power to imagine the ideal (To-Be). However, if the To-Be is set too low, it remains a mere minor improvement; if the As-Is is poorly understood, it risks ending as an impractical fantasy.

The First Question

“Where do we stand now, where do we truly want to go, and what is currently standing in our way?”

Objectives

• To identify the “True Challenge (Gap)” that needs solving and concentrate resources on it.
• To form a “Common Understanding of the Goal” among stakeholders and eliminate deviations in direction.
• To motivate transformation as a transition process toward an ideal, rather than a mere negation of the present.

Poor Questions

• “What should we fix for now?” (Leads to ad-hoc responses that fail to achieve root-cause resolution.)
• “What would an ideal system look like?” (If current constraints and assets are ignored, the reality of the transition is lost.)
• “How can we make things better?” (If the comparison point is vague, results cannot be measured.)

How to Use (Step-by-Step)

1. Analyze the Current State (As-Is) Dispassionately List the current processes and resources exactly as they are, based on numerical data and objective facts.
2. Define the Ideal State (To-Be) Specifically Set aside constraints temporarily and describe the purpose or state you wish to achieve. It is preferable for this to be a SMART goal.
3. Identify the Gap and Derive Actions List the steps necessary to fill the difference between the As-Is and To-Be, and translate them into a prioritized execution plan (roadmap).

Output Examples

• Business Process Improvement:
  • As-Is: Expense reimbursement is done on paper, taking an average of 5 days for approval.
  • To-Be: Everything is completed digitally, with approvals finished within 24 hours.
  • Gap: Introduction of a cloud system and abolition of the physical seal (hanko) rule.
• Career Development:
  • As-Is: Possesses specialized skill A but lacks management experience.
  • To-Be: Leading a project with 5 or more people as a team leader.
  • Gap: Applying for internal job postings or obtaining a PM certification.

Use Cases

• Business: Requirement definition for IT systems, organizational restructuring, and formulating roadmaps for new businesses.
• Daily Life: Weight loss plans (current weight vs. target weight) and improving household finances.
• Decision Making / Thinking: When hesitation arises, comparing “who I am now” with “who I want to be” to select the next action.

Typical Misuses

• Skipping Current Analysis: Becoming satisfied with just drawing the To-Be and creating unrealistic plans that ignore current constraints and assets.
• To-Be as an Extension of As-Is: Failing to imagine a future beyond the extension of the past, preventing radical transformation (innovation).
• Neglecting the Gap: Being satisfied with the analysis alone and failing to connect it to a specific action plan to fill the gap.

Relationship with Other Models

• Complementary: Work Planning Strategy (deconstructing identified gaps into tasks), SWOT Analysis (used as a tool for current state analysis).
• Related: Backcasting, Critical Path Method.