Engagements
Four ways to work together.
Every engagement starts from the same place: what the organization's conditions actually are, rather than what anyone believes them to be. What differs is how far you want to take it.
Fees are set per engagement and quoted directly. The scope of each is fixed and stated here, so the conversation is about fit rather than about what you would be buying.
Start
You have a result and want to know what it means.
Executive Readiness Review
One engagement45 minutes live on one completed diagnostic, with the primary constraint named.
Executive Readiness Review: the full facts, before the conversation
Diagnose
You want to know what is actually constraining the organization.
Leadership Team Diagnostic and Executive Debrief
One engagementThe team instrument for up to twelve leaders, then a 90-minute facilitated debrief.
Leadership Team Diagnostic and Executive Debrief: the full facts, before the conversationComprehensive Organizational Diagnostic
One engagementThe 60-item instrument across the organization, a full report, and a findings session.
Comprehensive Organizational Diagnostic: the full facts, before the conversation
Build
You have a diagnosis and need it to become an owned plan.
Annual Strategy and Readiness Offsite
One engagementScoped preparation, board or executive offsite, annual planning outputs, and agreed follow-through. Fee and effort require explicit approval; quarterly engagements are quoted separately.
Annual Strategy and Readiness Offsite: the full facts, before the conversationQuarterly Readiness Planning Cycle
One engagementOne planning cycle: diagnostic, a 120-minute session, and a plan with owners and dates.
Quarterly Readiness Planning Cycle: the full facts, before the conversationQuarterly Readiness Planning, four cycles
One engagementFour cycles across a year, which is the span the follow-through is measured over.
Quarterly Readiness Planning, four cycles: the full facts, before the conversationReadiness Start
One engagementThe fourteen-week on-ramp: five facilitated sessions, a practice period, and the first quarterly cycle run once so the team can run the next one alone.
Readiness Start: the full facts, before the conversation
Partner
You want the work carried between the sessions.
Standing Advisory
MonthlyTen hours a month, async-first, with one scheduled call. Cancel on 30 days.
Scoped in conversation: a standing relationship is scoped in conversation, not chosen from a page.
Executive Partner
MonthlyTwenty hours a month, one quarterly planning cycle included, direct access.
Scoped in conversation: a standing relationship is scoped in conversation, not chosen from a page.
The method, end to end
Where each engagement sits.
Most of the market owns one of these steps. Measurement, or benchmarks, or the offsite, or the execution cadence. The value is in the sequence, because a diagnosis nobody acts on and a plan built on the wrong constraint fail in the same way.
- Step 1See the conditionA reading of the four conditions and the one most likely to be constraining you.Start the diagnostic
- Step 2Align the leadership teamWhere your leaders disagree about the same organization, on the same day. The disagreement is the finding.Leadership Team Diagnostic
- Step 3Rebuild the operating modelThe full instrument across the organization, a report, and a findings session against the constraint.Comprehensive Diagnostic
- Step 4Run the cycleA quarter of work with owners and dates, and a debrief that says what actually moved.Quarterly Readiness Planning
- Step 5Measure what changedThe same instrument again, against the recorded earlier result. The comparison is the point.How the cycles work
Step five returns to step one. Readiness is not a project that finishes, and the comparison against a recorded earlier reading is what tells you whether anything changed.
See the output before you buy it.
Four finished reports on the same fictional organization, generated by the software that produces the real ones rather than mocked up to look like them. The first three are what the instrument returns, and the differences between them are the differences between the tiers: what one leader sees, what five leaders answering separately reveal that none of them could see alone, and what sixty items reach that forty do not.
One leader
Individual diagnostic report
The four conditions scored, the indicated constraint, and a 90 day plan against it.
The full instrument
Comprehensive report
Sixty items rather than forty, on a fixed form, so every respondent answered the same questions and the spread between them means something.
Five leaders
Leadership team report
The same organization read five ways, with the disagreements named. The divergence is the finding, not the average.
The facilitated engagement
What a client actually leaves with
The other three are what an instrument returns. This is what an engagement returns, and it is the difference you are deciding about. Twelve leaders answered at three levels of the same organization, so the report can show what the pooled average hides. It sets the room's own reading of one condition against the client's records and finds a two point gap between them, which is the one finding nobody in that room could have reached by talking to the others. It compares the reading against the same organization ninety days earlier. And it says how many responses were rushed, because that changes how every number on the page should be read.
Read the engagement report
Northwind Logistics is invented, and every answer in all four reports is generated from a fixed seed. No client engagement has ever been published, and none will be.
Before you decide, read the method.
The diagnostic's scoring, its thresholds, what it is intended to support and what it explicitly does not yet claim are all published. So is the list of psychometric properties no study has established for it yet. Read that before an engagement rather than after one.
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