Many OpEx and organizational capability problems are a result of three root causes:   evasion;  entitlement;  stagnation. 

People sometimes postpone, avoid, or block honest thinking, accountability, and naming the facts.   This is evasion, and it naturally causes a variety of familiar problems in organizations.

People sometimes think that others are supposed to give them what they want without first earning it or without first asking for it.  This is entitlement, and it naturally causes many familiar breakdowns related to OpEx and capability-building.

People sometimes become apathetic, or stuck, or coasting on inertia.   Their environment and its needs are changing, but they refuse to update their own personal functioning to better match current and coming realities.   This is stagnation, and it naturally causes confusions and costly misdirections within organizations.

Slowness, delays, or avoidance with decision-making. Align on using a purpose-governed decision style.    NOT a decision style governed by dominance, evasion, or consensus.

Underestimating:
-  the value of maintaining real alignment
-  the value of defined process owners and deciders
-  the need of client staff time to coordinate integration
-  the importance of having real demos and real tests
-  the need for proper data cleansing and mapping.

Pretending that processes will unfold idealistically with few issues, and then having “crises”, finger-pointing, and higher stress while putting out fires.  Better to accept upfront the normal realities, clarify good contigencies, and be ready to resolve breakdowns prudently.

Senior leaders not being involved because they delegated change to others.   Blockers of successful change are often mental, emotional, and spiritual.   During a planned disruption and unsettling reorganization the executive’s real conviction and confident voice should be evident, consistent, and heard across the work community.

Loose contract wording that inappropriately exposes the client to future cost escalations, loss of authority, delays, or other troublesome surprises.

Trying to do it as a band-aid, a half-measure, or in isolation instead of doing it holistically with high coordination.

Stakeholders fail to truly align together on a common vision of what success looks like.

A participant holds on to a pocket veto and uses it to sabotage the process or create speed bumps.

Some people might be active in the change process while still privately being half-hearted, pessimistic, or cynical about it.

Failure to have well-defined individual accountability for each objective.

Forgetting to have players discuss upfront their own real reservations and considerations . . . these then find expression in other problematic ways.

Forgetting to have regular adjustment sessions for folding in new learning and front line contributions.

Failing to govern the process based on robust checklists, objective data, proof points, authentic feedback, and loyalty to purpose.

1)  We meet for a free consultation to clarify your
     situation and what you would like to accomplish.

2)  If step #1 is green, we then send you a statement of
      work for providing what you want and need.   We do a
      few iterations together to dial it in and shape it right.

3)   If step #2 is green, you then hire us at first to do some
       very brief and simple work for you at low cost and low
       risk in order to give you a first-hand experience and a
       better sense of our style, contribution, and value.  
       This helps both of us to efficiently evaluate the other
       before committing to the statement of work.

4)   If step #3 is green, we then both sign the statement of
       work, process the commencement fee payment, and
       agree on a start date for moving forward.