03 — The method
Designing the system for each organisation.
I don't believe in applying off-the-shelf frameworks. I believe in understanding the real problem, defining what we want to achieve, then experimenting, iterating and scaling what works. My role isn't to run a playbook: it's to act as a catalyst.
- 1
Diagnose
We find where the real problem is.
- — Interviews and direct observation
- — Analysis of the organisation's current state: people, culture and ways of working
- — Business and market context
- — Value stream map: where work waits, where it gets blocked
- — Baseline operational metrics and team maturity
- — No judgement: data, not opinions
- 2
Focus
Not everything at once.
- — Change portfolio management: not making every change at once
- — Prioritisation with the participation of those involved
- — OKRs that connect strategy with every team's work
- — Key results about impact, not task lists
- — Explicit executive sponsorship
- 3
Experiment
Build, measure, learn.
- — Short pilots with real teams
- — Self-sufficient teams organised around the value stream
- — Fast, written decisions, without endless consensus
- — Clear success metrics from day 1
- — Iterate fast, learn faster
- 4
Scale
What works stays.
- — Embedding it into the organisation's day-to-day
- — Monthly data-driven reviews, without looking for culprits
- — Communities of Practice and internal training
- — The organisation sustains it on its own
NO EXCEPTIONS
3 non-negotiable principles.
01
Involved leadership
If leaders aren't involved and don't model the change, it's better to prioritise something else. Change without executive sponsorship is theatre.
02
People as active players
Those who live the problem are part of the solution from the start. You can't transform an organisation behind the backs of the people who make it up.
03
Autonomy and sustainability
The engagement has an end date. The goal is not to create dependency. A good coach works to become unnecessary.