Change Logic combined an Organizational Culture Profile assessment with site visits and interviews to examine whether everyday behaviors supported the new direction. Comparing the culture the strategy required with employees’ experience helped leaders identify which management practices needed to change and where issues differed by role or location.

A Strategic Leadership Forum and a 180-day transformation mobilized leaders and sprint teams around wireless connectivity.

Customer discovery, experiments and sprint teams helped develop The Durant Guild and the organization needed to support it.

The work connected strategy, organization design and launch planning so a new growth horizon could use the company’s content and platform strengths.

A three-year partnership connected strategic choices, test-and-learn work, operating-model decisions and management reviews.

Leadership clarified the growth strategy, innovation portfolio, investment logic, governance and the dashboard used to guide decisions.

Hunting Zones, customer pilots and business experiments helped the team build a new offer while the core continued to perform.

Sprint teams tested a safe live-performance model and a complementary digital experience under extreme time pressure.

The work defined hunting zones, an innovation operating model and the leadership disciplines needed to move ventures toward scale.

The senior team and its top managers used a leadership forum and 90-day sprints to move from strategic priorities to action.

The work connected portfolio choices, strategic objectives, measures and review disciplines for the following 18 to 24 months.

The team developed the business case, sponsor governance and sprint disciplines needed to test and advance new opportunities.

The work focused on the organizational connections and leadership decisions required to scale opportunities through the existing enterprise.