“The Constraint Calendar from week 4 of The Change Field Method is still pinned in our operations hut. It is the only planning artefact that mentions the crusher shutdown by name.”
Reviews
What people kept using after we left
These notes refer to named programmes on this site. We include reservations where clients offered them. Ratings below are the client’s own, not an aggregate score we invented.
Sponsor Alignment Intensive: three days, two executives, one page. I would have liked a fourth day for the communications team; they inherited a brief they did not help write.
Frontline Adoption Clinics made our supervisors less polite and more precise. That is a compliment.
I booked Merger Narrative Lab hoping for nicer posters. Instead we retired the phrase “one family” after a mixed-site session in Whyalla made it obvious the acquired depot heard it as erasure. Awkward. Correct.
Case study 01
A roster change that had already failed once
A regional logistics group had tried to move from fixed to staggered starts. The first attempt died in a meeting with shift captains. They came to Cohort Studio with that bruise still fresh.
Field mapping showed the unofficial roster clerk — not HR — was the true gate. Week 5 job aids were written for her desk, not for the intranet. The second attempt held through peak season, with one pause called during a flood week using the protocol from week 7.
Limitation they accepted in writing: the method did not address pay-rule software, which still needed a separate vendor project.
Case study 02
Two sponsors, one “go-live”, no shared meaning
A utilities programme arrived asking for The Change Field Method. Intake showed the CIO and the operations GM were counting different clocks. We declined the eight-week seat and ran Sponsor Alignment Intensive first.
The joint brief that left the room defined go-live as “first district running the new switching sheet without a shadow process”, not “system available”. The later cohort then had something the floor could test.
The GM later wrote that the intensive felt slow. That slowness was the point; they had spent eleven months going fast in two directions.