Design for the actual problem,
not just the one you think is happening.
Most executives know what is breaking, but they don't know why. Or they’ve tried to fix it with limited or no success.
That’s why I interview teams across departments to find the hidden friction points that spreadsheets can’t see, and to find what’s already working in the company’s 'DNA' so the executive doesn't have to carry the whole weight of a pivot or adaption themselves.
Treatment plan is laid out and you can pick which package works for you.
Executive Interviews to establish vision, Middle Management Interviews to understand lines of communication and accountability, and Front Line Interviews to gain context for execution. Friction map(s) co-created with employees.
Co-Designing with employees to increase buy-in, engagement, and increasing likelihood of long-lasting positive changes. Formalizing emergent workflows and shadow systems, & building new processes that prioritize culture and ease of use. Bridging communication gaps for boosting efficiency.
To make sure any learned helplessness hasn’t crept back in, employees are encouraged suggest and test iterations on processes to build scalability. As your business grows, so do your systems. Lines of communication must remain open.
If your company is experiencing 3 or more of these symptoms, your business could benefit from some therapy.
Cultural Rejection
"We tried a new software/process last year, and the team just... stopped using it." The software/process doesn’t suit the team’s needs.
Learned Helplessness
Usually frontline employees seeing a problem but saying, "That's just how it is here," because they’ve tried to solve it in the past and their ideas were rejected. Your smartest people have checked out emotionally. They see the money leaking, but they've given up on trying to plug the hole for you.
