Define the problem
Describe the recurring issue and its business consequence.
Change is useful when your team can run it.
Five stages, from understanding the problem to ownership that stays with your team.
Scope, responsibilities, timing and measures are agreed around the work that needs to change.
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01Diagnose
Find what is holding the business back.
Agree which problem keeps coming back, why it matters and what needs to be understood before deciding what to change.
What you get
A clear problem, the limits of the evidence and an agreed order of priorities.
Gather evidence
Review relevant work, information and perspectives. Separate what is known from what needs testing.
Find the cause
Distinguish the visible symptom from the condition that keeps producing it.
- ScaleOn leads
- The questions, evidence review and diagnosis.
- Your team provides
- The people close to the work, relevant information and a decision maker who can confirm priorities.
02Design
Make decisions and ownership clear.
Turn the diagnosis into a practical way of working, with the people who will run it.
What you get
A working design that names owners, decisions, handovers and useful information.
Map decisions
Agree who can decide, what information they need and when an issue should be escalated.
Design the work
Connect responsibilities, handovers, information and tools around the problem.
Agree the standard
Define what needs to be done and how the team will recognise good work.
- ScaleOn leads
- The design and the discussion of responsibilities, choices and practical constraints.
- Your team provides
- The people who will own the work and the authority to agree changes.
03Enable
Put the design to work.
Introduce the new way of working on real work. Help the responsible people use it, and address what gets in the way.
What you get
Practical processes and tools being used by the people responsible for them.
Implement
Put the agreed processes and tools into use with the working team.
Build capability
Practise the decisions, conversations and actions the design requires.
Learn from use
Check where the design is unclear or difficult to use and adjust it.
- ScaleOn leads
- Implementation support, practical guidance and review of early use.
- Your team provides
- Responsible people, time to use and practise the new approach, and feedback from actual work.
04Govern
Review what is happening.
Give decisions, recurring problems and progress a regular place to be reviewed. Change the approach when the evidence calls for it.
What you get
A review routine with clear owners, useful measures and follow-through.
Set a review routine
Agree who meets, what they review and what decisions they need to make.
Measure use and progress
Review the agreed measures, whether people are using the approach and where problems remain.
Adapt
Keep what works and change what does not.
- ScaleOn leads
- The initial review design and interpretation of the agreed evidence.
- Your team provides
- Current information, review participation and decisions that support agreed actions.
05Transfer
Hand over the running.
Confirm who maintains the new way of working, how it is reviewed and when it should change.
What you get
Clear ownership, practical reference material and an agreed handover.
Confirm ownership
Name the people responsible for running, maintaining and reviewing the work.
Check capability
Review whether those people can use the approach and make the decisions it requires.
Agree the handover
Make the remaining issues, reference material and next responsibilities clear.
- ScaleOn leads
- Handover preparation, capability review and identification of remaining issues.
- Your team provides
- Named ongoing owners and agreement on how the work will be maintained.
Measure the change
in the work.
The measures depend on the problem. These questions help define what progress should look like.
On small screens, scroll across the table to see every column.
| Area | Question | Person involved |
|---|---|---|
| Business effect | What would improve if the problem were addressed? | The decision owner |
| Use | Are the responsible people using the new way of working? | The working team |
| Reliability | Does the process hold without repeated founder intervention? | The process owner |
| Learning | What evidence would make us change the approach? | The review group |
Clear responsibilities
from the start.
ScaleOn leads the diagnosis and design, supports implementation and helps establish the review and handover. Your team provides the relevant knowledge, appoints owners and makes the decisions that sit with the business.
The precise responsibilities are agreed in the scope. Where the work needs specialist advice outside that scope, the need should be identified before proceeding.
Which problem should
we look at first?
Bring one recurring problem. Start by understanding what is causing it and what needs to change.
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