Three engagements, with the numbers
Including the one where the diagnostic said the problem was a form and a twelve-minute handover, and we declined the follow-on programme.
A water utility, executive team
Eleven directors, one unnamed disagreement about capital priorities, and 40% of meeting time going to status reporting. The disagreement surfaced in session two.
Read the case →
An NHS board, leadership cohorts
Four cohorts, 62 clinical and operational leaders, and a manager-contracting requirement the client initially wanted to remove from the design.
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A manufacturer, culture diagnostic
They asked for a culture programme. The diagnostic said the culture was a symptom and the shift-handover process was the cause, so we recommended they spend the budget elsewhere.
Read the case →Why there are only three
Most of this work is confidential, and a case study is only worth reading if it includes the part that went badly. Three clients agreed to that. A page of forty logos is a page nobody has read.
- 2014
- Founded in Edinburgh
- 19
- Practitioners, all accredited
- 1 in 5
- Chemistry pairs that do not proceed
- 4
- Engagements declined in 2025
Start with the diagnostic, not the programme
Six weeks of interviews and a baseline measure, and a written finding — including the finding that the problem is structural and a development programme will not touch it. We have delivered that one twice.