Look at where work changes hands
A process can run smoothly inside one function and become difficult when the work moves elsewhere. The receiving person may be missing context, an approval may still be outstanding or the document may describe an earlier version of the request. These gaps are easier to address when the handover itself becomes a defined part of the process.
Start with a recurring task that regularly causes questions. Follow it from the first request to the final output. Note each point where someone else must take action, make a decision or confirm that the information is complete. A short description of the real sequence is usually more useful than an elaborate diagram of an ideal process.
Define a usable output
For each handover, ask what enters the step, what needs to happen and what must be ready for the next person. An email saying that a task is finished may be less useful than a checked brief with the latest scope, agreed deadline and unresolved questions. Describe the output in terms the recipient can use.
Give one person responsibility for confirming that the handover is ready. Contributors can remain involved without making everyone equally responsible for the next decision. Agree where the current version lives and how changes will be communicated.
Test it on the next real task
Use the revised handover on a small piece of ordinary work. Ask the recipient which information was clear, which questions remained and where the process required unnecessary repetition. Adjust the brief before extending it across other activities.
The aim is a dependable transfer of context. When responsibility, output and readiness are clear, people spend less time reconstructing the task and more time carrying it forward.