Building adaptable organisations. Developing people for what’s next.

Yes. A specific team or part of the organisation lets us understand the situation quickly, test the solution in practice and evaluate its benefit. Based on the results, you decide whether and where to continue.

No. We start with what you need to achieve and what has to change. We use the diagnostic where we need a more precise picture of the current state, to uncover obstacles and to choose the right next step.

We compare strategic demands with how the organisation actually works. We ask people whether they know what is expected of them, what support they get, what they can do, how much time they have and how they work together across the organisation. The result is a clearer picture of where change loses speed or effectiveness.

It measures how quickly and how well changing demands reach everyday work. Across nine areas we measure Effectiveness, meaning how well the conditions support people in their work, and Commitment, meaning how willingly people carry change. We add the expected development of demands over the next two years and role lag: how long it takes for a change in strategy to show in work.

The time and the gap between a change in strategy and the moment roles change with it: what is expected of people, what they decide, who they work with and what they can do. The diagnostic measures it with two questions and by comparing today’s readiness with the demands of the next two years.

We do not assess people or their personalities. We measure the conditions the organisation creates and how quickly change reaches work within them. The result shows what will help people, not who performs well or badly.

Yes. Besides today’s state, for each area we ask how demands will change over the next two years. We ask what your environment will require, not what you would like. This shows where today’s readiness may not be enough.

The next step depends on where the gap between required and current functioning lies. It may be clearer roles, better support from leadership, collaboration across the organisation or targeted development of people.

When new or future demands require different capabilities, decisions or ways of working. We focus development on the specific situations and capabilities people need in their everyday work.

The scope depends on the situation you are dealing with and the result you want. We can start with a specific part of the organisation and continue based on the findings. The collaboration follows five steps: direction, reality, change, delivery and impact. Scope, time and people’s involvement are agreed in advance.

Depending on the brief, you get a picture of the current state and future demands, the main obstacles and change priorities, specific recommendations for roles, leadership and people development, and indicators for tracking change and its impact.

We track how change reaches decisions, ways of working, collaboration and selected results. Depending on the brief, this may include decision speed, the number of escalations, overload, productivity, quality of collaboration or specific operational and commercial indicators.

Decisions and the removal of obstacles change first, which is visible within weeks. Clearer roles, collaboration and new capabilities show within months. What we track and when we evaluate it is agreed in advance.