The front door
The Change Load Diagnosis.
The Change Load Diagnosis is a compact, clearly scoped investigation that makes visible where change piles up in your organization and which structural features cause it. You receive a compact board-level advisory with an ordered ranking of bottlenecks and a design direction. No scores or dashboards, but an expert judgment a board can decide on.
Every engagement starts here, whichever form it takes afterwards. The diagnosis makes visible where the load comes from: ground to decide on when the choice is still open, sharpening and confirmation when it has already been made.
How it runs
Three steps, in this order. The feedback belongs to it: a report you have to interpret yourself is not advice.
Structured survey
Targeted interviews
Advisory and feedback
Survey first, interviews after
A structured survey across a broad group of employees and managers yields the pattern: where change piles up, what lands at the same time, where room to adjust is missing. Only then come the interviews: a limited number, exactly where the picture raises questions.
That saves two things. The picture is broader and more honest than an interview round alone, because everyone gets a say and not just whoever happens to be at the table. And it puts considerably less strain on calendars: no weeks-long carousel of conversations through your organization.
When AI is the trigger
If your AI transformation is stalling, an AI module sharpens the diagnosis: which AI initiatives cross which boundaries, is AI treated as a project with an end date or as a permanent design variable, and does your governance slow AI down or make it usable?
The advisory then also explains structurally why AI does not land in your organization.
What you get
A board-level advisory of around ten pages that shows the full chain: which symptoms became visible, where the load piles up, which structural features cause it and which design direction follows from that. With an ordered ranking of the three to five most important bottlenecks and the options that follow.
The feedback session with your board is part of the diagnosis, not an option.
What you notice
Where the load piles up
Which structural features cause it
Which design direction follows
What it costs, and what it costs your people
The diagnosis has a fixed price and a clearly scoped remit. That is deliberate: an investigation whose size moves with whatever it finds is not a decidable proposal for a board. The strain on your organization stays limited to the survey and a handful of conversations.
What comes afterwards is agreed only afterwards. That can be a track, an interim mandate, or nothing at all: sometimes the advisory itself is enough to carry on internally. The diagnosis commits you to nothing.
And after that
What the advisory points to can be carried in two forms. As interim general management, where the line temporarily comes to me, with final responsibility over people, resources and decisions. Or alongside the leadership already in place, where design and implementation are taken on as one assignment.
In both cases, responsibility for the result moves along with it.