About Us

We’re experts in transformational change.


For transformational change to occur, culture needs to change — and culture doesn’t change solely through planning, training, and performance metrics.

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We’re experts at “bending your same, old curve” — particularly in bureaucratic, institutionalized industries like health care, government, utilities, education, and non-profits. To make it happen, we use our “cultural assessment” diagnostic to understand your situation quickly and comprehensively, design and facilitate a unique process to determine your best path(s) forward, and then enroll, align, and lead your leadership teams in driving transformational change.

Engage with us, and you’ll come away feeling in control of your future, enthusiastic and proud of your work, prepared to meet your challenges head-on, and inspired and eager to come to work each day. We’ll help you:

  • Build and execute upon clear roadmaps for success
  • Enjoy better morale and higher employee engagement scores
  • Develop a healthier, highly-productive culture
  • Eliminate bottlenecks constricting your effectiveness

Top 10 Reasons To Engage Us:

1. You are clearly stuck (and nothing you try seems to work).

Whatever change effort you’ve attempted to implement has run aground, gotten high-centered, or is spinning its wheels uncontrollably in the mud. Progress has ended, and there’s groaning related to falling backward.

2. Interpersonal conflict has become destructive and punitive.

Mistakes are used as weapons, file folders of “just-in-case” emails are filling desk drawers, and toxic conversations are typical at lunchtime. Employee grievances are overloading the HR department, and a majority of staff members are “on probation.”

3. Micro-management is normal, and people are rewarded for it.

Your definition of empowerment is having managers make their employees lives miserable by picking nits, bullying, and in some extreme cases intimidating to the point of harassment. The manager is “empowered” to be a pain in the backside.

4. Someone actually said to you, “Just be glad you have this job.”

Your most recent employee survey(s) indicates most of your staff would find another job immediately if they were able to do so. Company “events” (like picnics) are a joke, and there’s little REAL recognition for the value the employees bring to their jobs. Employee morale is at, or near, an all-time low.

5. Trust is not only absent, it’s negative.

Company meetings are torturous, but you’re afraid to miss them for fear of missing someone’s underhanded comment, or suggestion that you’re not doing your job. You keep ALL of your emails, and cross-reference them by “who’s my nemesis today.” Few people “step into traffic” to do what’s needed to be done, when it’s needed to be done.

6. Even simple decisions seem to take weeks or months.

Oversight and bureaucracy are seen in epidemic proportions in your organization. Decision quality has not improved, mind you, but the number of people involved in each decision has tripled. When you do make decisions, you spend considerable time ensuring you have a defensible position should the decision go sideways in the future.

7. You’re moving, but in circles.

Your organization’s ship has lost its rudder, and the wind is blowing you all over the place. No one is entirely sure which way is the “right” way. However, the project I’m on, or the department I’m in “has funding” for the next year, and that means I get to keep my job. Who cares if weren’t not going anywhere!

8. The “why” behind your work has disappeared.

Employees feel as if robots could do their jobs as well or better than they could. The culture represents the “land of the living dead,” as zombies push paper and enter transactions. Customers become obligations, and service becomes “if I feel like it.” Passion and commitment? Those are for the weekend.

9. “Not having it fall apart on my watch” replaces leadership.

The “bureaucratic virus” has infected managers at many levels in the organization and has bred the “Status Quo Sickness.” Symptoms include hiding behind policy and procedures (no matter how outdated), pushing decisions to task forces or committees, and delaying any risky endeavors until “someone else” is unquestionably accountable.

10. “Blame-storms” (could-a, should-a, would-a) not accountability.

Everyone wears “no-stick” clothing to work, and whenever something does go badly, the one with the “least no-stick” surface gets the blame. More effort goes into buffing up the no-stick surface, than in doing real work at times. “The economy stinks,” or “I wasn’t trained,” or “it’s not in my job description” are commonly heard excuses.