change

Turns relationships, patterns, and leverage points into a tangible result by setting system boundaries, collecting components, and deriving leverage points.

Core question: Which components, actors and relationships form the system, where are boundaries, and which levers are changeable inside boundary?

1-3 h

3-12

Turns options, selection, and decisions into a tangible result by listing stakeholders, assessing influence and interest, and planning next conversations.

Core question: Who is affected by the initiative, who influences success, and which relationship must be maintained with whom, at which frequency and message?

30-60 min

2-8

Turns options, criteria, and risks into a tangible result by describing the change objective, collecting driving forces, and deriving interventions.

Core question: Which forces drive the desired change and which restrain it, and which interventions most strongly shift the balance?

45-90 min

3-12

Clarifies starting point, opportunities, and strategic options by framing the scope and target state, capturing the seven elements, and deriving change actions.

Core question: Which seven S are not aligned and which tension most strongly threatens execution of the strategy?

2-4 h

3-12

Turns workflows, data, causes, and improvements into a tangible result by describing the deviation, choosing a comparison case, and deriving causes and actions.

Core question: Which differences between should and is explain the observed deviation, and which of those differences are causal, contributing, or random?

45-120 min

2-6

Turns relationships, patterns, and leverage points into a tangible result by formulating the planned change, deriving desired effects, and refining and safeguarding the solution.

Core question: Do the planned changes plausibly lead to desired effects, and which negative branches must be protected against?

2-4 h

3-8

Turns relationships, patterns, and leverage points into a tangible result by analyzing the problem and target group, defining change objectives, and planning implementation and evaluation.

Core question: Which intervention fits problem, target group, behavior, context, and evaluation?

1-5 Tage

4-12

Moves relationships, patterns, and leverage toward a concrete result through "introduce the twelve leverage points", "collect planned actions", and "formulate a strategy across multiple levers".

Core question: Which leverage levels address our planned actions, and which higher-level levers would produce stronger impact?

Half day

3-12