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PH1 core capbility
YEARS EXPERIENCE
10+ years
TYPICAL CLIENT
Chief Transformation Officer, VP Digital, Programme Director, COO
NECESSARY TIMELINE
Less than 2 months
Our POV
Most stalled programmes are not blocked by a missing insight. They are blocked by two teams who have never said out loud that they want different things. The disagreement surfaces in a workshop, the workshop runs out of time, and the programme carries on with the conflict unresolved and undocumented.
People say things to an external party with no internal career stake that they will not say to each other. We interview every team that owns a piece of the experience, write the disagreements down rather than smoothing them over, and design the session that settles them.
What We Do
Map who actually owns what. Before the interviews we establish which teams control which parts of the experience, which is frequently the first time that has been written down.
Confidential one-to-one interviews. Every team that owns a piece of the outcome, interviewed separately and in confidence, so positions are stated honestly rather than defensively.
Write the disagreements down. We name the conflicts plainly, attribute them to roles rather than individuals, and separate the ones that are genuine strategy disputes from the ones that are misunderstandings.
Design the session that resolves them. The workshop is built around the specific decisions in dispute, with the evidence each side needs in the room.
What We'll Deliver
Stakeholder map showing who owns which part of the experience
Confidential interviews across every team that owns an outcome
A written record of where the organisation disagrees with itself
Separation of genuine strategy disputes from misunderstandings
A facilitated session designed around the decisions in dispute
Documented decisions with named owners and next steps
When This is Essential
A programme is stalling and nobody can say precisely why
Leadership cannot agree on a direction and the debate keeps reopening
Before a workshop that has to produce a decision rather than a discussion
When several departments are running competing initiatives
Ahead of a restructure, merger or new operating model
Combine With These Services
Customer & User Interviews — pair internal positions with what customers actually need
CX Strategy — turn the resolved decisions into a sequenced plan
Workshops & Executive Briefings — run the session the interviews are designed to feed
Part of Customer Research and Strategy & Planning.
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Submissions