From Noticing To Knowing
You know your business to the last decimal point. New business pipelines, margin, headcount, utilisation, all metrics you expect and measure. Your business also produces issues that surface weeks after you first sensed them. A senior person agrees with everything in a meeting they would once have argued with. The work produced by AI no longer feels like yours. Your people seem to laugh less than they used to.
Noticing something is not the same as knowing it. The space between noticing and knowing is where many of your problems sit. Measurement turns what you notice into what you know. Knowing returns your focus to where it does the most good, building the organisation you want to build.
What Connects Your Problems
Most problems start and end with people, and the majority are created unintentionally. AI solves an efficiency problem in one area and creates a people problem in another. Your people's expertise sits within a domain. The problems you need them to solve run across domains. These issues begin in one place and the consequences arrive later in another.
These issues form patterns. Each pattern is a set of repeating behaviours and outcomes driven by one underlying cause, producing consequences which appear unconnected.
My Intelligence and Culture Diagnostic reads and measures across these boundaries. It shows you the scale and depth of each problem and how far its consequences have reached.
The Intelligence and Culture Diagnostic
When you look at how your senior team is operating right now, how would you describe their capacity to think beyond the immediate pressure in front of them?
What does your answer tell you?
This is one of the questions the diagnostic asks you. It reads your answers together, and shows you the shape they make across four areas of your business: Culture and Leadership, People and Client Engagement, AI Adoption and Judgment, Operations and Process.
The report gives you clarity on the problems you have been noticing, and direction through the ambiguity around them. The conversation after it is where we shape the plan to solve them, together.
How I Work
I do this work because I like being inside a problem. The part that is often missed, working out why something is happening the way it does, is the part I am drawn to.
I have spent my career inside large professional service organisations: WPP Media, Ogilvy, R/GA and Dentsu. I have held global business and people leadership roles, partnering with senior marketing leaders at global brands: Coca-Cola, Google, Uber, Kellanova and IKEA. This is where I learned to see how organisations work both vertically and horizontally, and to listen for the issues that show up repeatedly in different places.
Most of the answers you need are already inside your organisation. My work is to listen closely enough to draw out what is already there and give it a form you can act on.
Where Our Work Begins
The Intelligence and Culture Diagnostic reads ten of the 31 patterns in ten minutes. The report gives you the language for what you have been noticing and where to look first.
From my insights working within complex organisations I have identified and mapped 31 patterns of intelligence, culture and identity loss. Each pattern shows where the loss is below the surface, emerging or visible.
What do below the surface, emerging and visible mean?
surface
The Intelligence and Culture Audit
I conduct the full Intelligence and Culture Audit, covering all 31 patterns inside your organisation. I spend time carefully listening to your key stakeholders, performing a structured assessment and developing a map of which patterns are active, how severe they are, and in what order to address them. The design and solution we develop is built around you. What the work involves depends on what the listening and the audit find.
What you receive from me as a commercial starting point is a defined, fixed-scope engagement for the Intelligence and Culture Audit, priced by the size of your organisation.
The next step is an exploratory conversation. You talk through where you want your organisation to go and what is getting in the way. I share how I would approach solving your problems.
We both leave the conversation with a sense of how the work would feel and where it would begin.