OriginateLAB
Before adding another initiative, examine the decision paths and workflows affecting integration, operating models and delivery. The 3-Week Diagnostic brings sponsor and team perspectives together - then sets out what to stop or change, with priorities and named owners for the next 90 days.
Discuss the diagnosticThe diagnostic provides a clear starting point for integration, operating models, leadership responsibilities and delivery planning. In three weeks, we examine how work moves between teams and agree priorities, decision paths and named owners. Implementation can continue internally or with embedded support.
The transaction is complete, but duplicate governance and unclear decision rights between organizations slow progress down.
Uncover where duplicate governance and unclear authority create delays, then agree on the decision paths and weekly cadence needed to proceed.
The organization has expanded beyond its original structure. Cross-department coordination is strained, and decisions frequently escalate to senior leadership.
Trace where cross-department work gets delayed and define clear accountability and decision boundaries.
Strategic initiatives are agreed and look sound on paper, but key milestones slip because the day-to-day work between functions was never redesigned to support them.
Surface the operational realities behind status updates, agree on what to stop, and build a focused 90-day sequence with named owners.
Leadership roles have changed, but responsibilities, decision authority and expectations between leaders are not yet clear in day-to-day work.
Identify where leadership responsibilities and decision authority are unclear, then agree the roles and working arrangements needed to move forward.
The direction is agreed, but the roadmap does not yet account for operational dependencies, team capacity or the steps needed to move from the current model to the next.
Examine dependencies, capacity and migration requirements, then set out a realistic 90-day sequence with owners and decision points.
Confidential interviews with the executive sponsor and key leaders across the departments where decisions and cross-department work are stuck. We surface competing priorities, unclear ownership, and the realities behind the formal structure.
We map decision paths, accountability, how work moves between teams, and recurring bottlenecks. The aim is to identify where the system itself is creating delays - and where a small change can make a material difference.
A half-day working session with the sponsor and team turns the findings into choices. Together we agree priorities, owners and a realistic sequence for the next 90 days.
Every output is designed to support a real conversation or decision. Nothing is produced simply to make the engagement look substantial.
A concise visual map of the bottlenecks, dependencies and decision patterns shaping delivery.
The central findings, choices and tensions the team has acknowledged together.
A prioritized sequence of actions with named owners, decision points and an operating cadence.
Share a little context. Andreea will follow up to arrange a 30-minute conversation about the situation and whether the diagnostic is the right starting point.