Work & Insights
A selection of our work and the ideas behind it. Some projects are confidential by nature — what appears here reflects the range of our practice.
Most organizational restructures don't fail because of the new org chart. They fail because the conditions that made the old structure dysfunctional were never addressed. Here's what we've learned from a decade of redesign work.
A strategic plan that nobody owns is a document, not a strategy. The most valuable thing we do in a planning engagement isn't the plan itself — it's the shared understanding that emerges from building it together.
Resistance to change is almost never irrational. When people push back, they're usually telling you something important about the change itself — or about how it's being led. Learning to hear that signal is a leadership skill.
When the relationship between a board and its CEO breaks down, the organization suffers — even when the underlying work continues. We were brought in to help reset that relationship. This is what we learned.
In most organizations, the biggest source of friction isn't conflict between people — it's ambiguity about who owns what. Clarifying accountabilities is unglamorous work, but it pays dividends faster than almost anything else.
A large federal department undertook a multi-year transformation of its core service delivery model. We supported the leadership team through the organizational design, change strategy, and stakeholder engagement dimensions of that work.
Many of our engagements are confidential by nature. The work described here reflects the range of our practice, but represents only a portion of what we do. Client names and identifying details are omitted or generalized unless the client has given explicit permission to be named.