For companies
What will the company change?
You can ask a leader to follow through. You also need to give them a workable priority, usable authority and time to deliver.
Before proposing a cohort, we ask the company to put its part in writing.
The Program Contract
The sponsor goes first.
The executive sponsor completes the actual program pathway before participant launch. Opening a workshop or attending the discovery half-day does not satisfy that commitment.
Practice time is funded.
A capacity review can remove, defer or cover work. We do not call an unchanged workload protected time.
Barriers have owners and dates.
Someone with authority gives a decision or dated update. The affected people see the response and later check its effect.
Private development stays private.
Assessment, Code, reflection and private feedback are not fed into compensation, promotion, selection or formal performance processes. Sponsors receive permitted operating information and protected aggregates only.
Someone owns internal practice.
A named practice lead has actual time and access to the sponsor.
Every participant uses real work.
A bounded challenge has an owner, legitimate authority and a person who can experience the result.
The engagement
Discovery runs over two to three weeks: work interviews, a safely releasable friction register, an executive operating session and a real baseline. Executive program completion is scheduled separately and may require an earlier start.
The flagship has two 09:00–17:00 workshop days, 21–28 days apart. That is sixteen scheduled hours, thirteen and a half instructional hours, with application between them. After Workshop 2, the client runs a thirty-day sprint with one sixty-minute application clinic and actual sponsor barrier response.
At day 60–90, use the predeclared criteria to continue, adapt, pause or stop. Longer-term company indicators have their own six- and twelve-month horizon. A sprint close is not proof of culture change.
When we defer or decline
We defer when sponsor completion, capacity, routes or required controls are incomplete and can be corrected. We decline a scope that requires private development for employment decisions, unprotected feedback, unfunded practice or refusal of the sponsor's part. These are product acceptance rules, not a diagnosis of your organization.
Measure without collecting private pages
Reaction, observed learning, actual work transfer and business results answer different questions. Missing or unsafe-to-release feedback remains missing. Client-owned metrics, adverse effects and competing explanations belong in the decision. No satisfaction score or high Climb score proves impact.
Start with readiness
Tell us what work needs to move and who can change its conditions. Please leave individual assessments, employee cases and confidential concerns out.