Diagnostics

Stop guessing. Start seeing what’s actually going on.

Most organisations don’t have a change problem. They have a reality problem.

Something isn’t landing. A strategy that made sense in the meeting room feels fuzzy on the ground. Adoption is patchy. Energy spikes, then disappears. Leaders sense it, but can’t quite put their finger on why.

That’s where diagnostics comes in.

It's not a tick-box health check or a so-called culture survey. It’s about finding the forces shaping the now — the behaviours, beliefs, incentives and pressures that are quietly driving outcomes, whether you planned them or not.

I look at what people say, what people do, and what the data reveals when no one’s watching. Interviews, listening sessions, behavioural signals, adoption patterns. Especially where new technology is amplifying confusion, resistance, workarounds or unintended consequences.

The goal isn’t insight for insight’s sake. It’s substance you can act on.

You leave with a sharp diagnosis of what’s really happening, what actually matters, and a small number of priorities that will move the needle fast and keep moving it.

Because decisions made on instinct alone are expensive. And cleaning up after avoidable mistakes is even more so.

What this typically includes

• Leadership and frontline interviews

• Listening sessions and discovery

• Readiness and sentiment analysis

• Cultural and behavioural insight

• Adoption and usage pattern analysis

• Risk, resistance and barrier mapping

Clarity beats guesswork. Every time.