another consulting | what we actually do

DISCOVER

Here, we explore how the organization and its technology work today.
Through assessments and mapping, we identify what is strong, what is at risk, and why change is needed.
This creates a shared starting point for smart decisions about what comes next.

DESIGN

Here, we shape the direction.
We define strategies, structures, and governance that connect organizational needs with slid technical foundations.
The goal is to turn insights into clear roadmaps that are both ambitious and achievable.

DEVELOP

Here, we turn roadmaps into reality.
We plan how change takes shape across people, systems, and processes.
This way, we make sure what is built supports how the organization actually works and is ready for what is to come.

DELIVER

Here, we make the change become the new normal.
We support communication and learning so new ways of working take hold across people and technology.
With ongoing follow-up and assurance, results last long after the project is complete.

DISCOVER

DESIGN

Here, we shape the direction.
We define strategies, structures, and governance that connect organizational needs with solid technical foundations. The goal is to turn insights into clear roadmaps that are both ambitious and achievable.

DEVELOP

DELIVER

WE HAVE A RADAR FOR TRANSFORMATION

Change rarely follows a straight line, and the path forward is not always obvious. That is why we built a radar for transformation. It helps you navigate where you are, what comes next, and what might be hiding in the fog. Each dot on the radar represents an activity that can move a transformation forward or cause problems if skipped. The radar is divided into four service types that reflect common phases of transformation: Discover, Design, Develop, and Deliver. Together, they show how we approach transformation from different angles and at different stages. Explore the radar to see how we work - whether you need support for the full journey or just one step along the way.

TWO PERSPECTIVES, ONE APPROACH

Every service can be explored through categories like Change management, Communication, or IT & Data architecture. These categories make it easier to find what you are looking for and to see how different disciplines connect. Each service has both an organizational and a technological perspective. They are not opposites but complementary ways of understanding the work; combining people, process, and technology into one coherent view.

ORGANIZATIONAL PERSPECTIVE

TECHNOLOGICAL PERSPECTIVE

Click on a dot to explore

EXPLORE THE TRANSFORMATION RADAR BY CLICKING ON THE DOTS

IN A NUTSHELL

PERSPECTIVES

What it means We take a clear look at how things work today; how people get things done, how decisions are made, and how your systems and data actually support the business. Why it matters You cannot plan meaningful change based on assumptions. A shared picture of the present enables proper prioritization and prevents misalignment. What you get A simple, shared, and honest picture of the present that accelerates fact-based decision-making.

Organization We look at how the organization is designed, how decisions are made, and how roles and responsibilities shape daily work. This includes leadership practices and collaboration patterns. We also review strategies and plans to see where leadership wants to go and how that matches current capabilities. Along the way, we examine capacity, vendor relations, and the structures that support or slow progress, as well as leadership and change maturity to understand readiness for what comes next. Technology We map the core elements of the architecture to create a high-level view of the as-is landscape and discover how systems, data, and platforms support the organization today. This includes processes and capabilities, as well as applications, data objects, integrations, platforms, and infrastructure. We look at how the pieces fit together, where gaps or complexity create risk, and use tools such as the TIME model and heat maps to assess maturity, health, and known challenges.

What it means We identify the people who shape decisions, do the work, and feel the impact, from leadership and project members to system users and others. Why it matters Change does not succeed just because the solution is good. It succeeds when the right people are engaged, informed, and able to contribute at the right time. What you get Clarity on who matters, what they care about, when and how to involve them, so decisions are faster, ownership is stronger, and blind spots and resistance are reduced.

Shared perspective for technology and organization We map all the people involved in the change: those who decide, those who execute, and those who are affected; across strategic, operational, and administrative levels. This includes documenting decision makers, leaders, sponsors, system and process owners, data owners, end users, and others who influence or are influenced by the work. We clarify roles, responsibilities, and interactions and explore what each group needs to make progress, from decisions to communication, learning, and adoption.

What it means We zoom in on select areas and take a closer look at what could move the work forward and what might slow it down, including cultural factors, capacity, dependencies, technical debt, and maturity. Why it matters Knowing the most promising opportunities and the risks that could block them helps you shape the foundation for prioritization and strengthens the case for which initiatives to pursue and why. What you get A focused overview of potential barriers and accelerators, giving you a grounded starting point for decisions about scope, priorities, and how to proceed.

Organization We take a closer look at select parts of the organization to identify what can help or hinder adoption. Depending on the context, we examine factors such as project maturity, change impact, cultural dynamics, values, language, location or strategic dependencies. We also consider capacity, resources and capabilities where it adds insight. By zooming in on these conditions, we bring forward both the opportunities to build on and the risks that need attention. Technology We narrow the focus to select parts of the architecture and use impact–probability heat maps to identify solution risks, cross-organizational IT risks, and areas where dependencies or technical debt may cause instability. We assess mitigating actions, outline recommendations, and shape risk action maps that show what needs attention now and later. We also explore opportunities through value–complexity lenses to qualify where tactical fixes reduce friction, where strategic shifts create new value, and where foundational improvements will strengthen the future architecture.

What it means We help define where you want to go: the ambition, purpose, and guiding intent behind the transformation. This becomes a clear direction that people can understand and act on. Why it matters A strong direction helps ensure that decisions address business challenges. When the vision is clear, relevant, and grounded in reality, it becomes easier to build support from senior stakeholders. What you get A simple and grounded description of the future state you are aiming for. It is a direction that can be communicated, used for prioritization, and be used in the business case.

Organization We work with leadership to clarify the vision, mission, and strategic intent that set the direction for the transformation. Through facilitation and dialogue, we shape the ambition into statements that are understandable, relatable, and compelling for the people who will bring it to life. This gives leaders a clear narrative they can use to anchor decisions and communicate with confidence. Technology We define the new direction by outlining the future state and the ambition behind it. This includes aligning business drivers, shaping clear goals, and translating strategy into a target picture that guides choices and trade-offs. Through business interlock, we connect strategy to execution by clarifying conscious prioritizations and de-prioritizations, supported by principles that keep decisions consistent.

What it means We make clear what must be in place for a potential initiative to succeed, including expected outcomes, critical assumptions, resource needs, risks, and conditions for progress. Why it matters A well-defined and strong business case is necessary to secure commitment at the right level. When the requirements, benefits, and trade-offs are visible, senior stakeholders can make informed decisions and allocate resources with confidence. What you get A practical basis for moving from direction to approval, giving you what you need to argue for investment, gain mandate, and turn intent into an actual initiative.

Shared perspective for technology and organization We clarify why the change is needed by framing the problem, outlining potential solutions, and shaping a business case that resonates with key stakeholders and defines clear prerequisites and success criteria. We make barriers visible early, from adoption challenges to resource or leadership constraints, and identify actions to reduce risk. We also outline the foundations of a high-level operating model across people, technology, data, processes, service delivery, and governance, forming a grounded and compelling case for change.

What it means We assess whether people are using new processes and tools as intended, identifying what supports or slows progress, and helping teams adjust where needed. Why it matters Real change is not finished at go-live. Ongoing attention helps the organization avoid sliding back into old habits, keeps technology aligned with real use, and ensures that benefits continue to grow rather than fade over time. What you get A clear view of how the change is performing and the actions required to keep it on track over time.

Organization We turn impact insights into a clear communication and learning plan that outlines who needs what information, which skills they must build, and when they should be involved. From there, we develop the concepts, materials, and content needed for communication and learning, tailoring messages, formats, and learning components to each audience. We also support trainers through preparation, guidance, and train-the-trainer sessions to strengthen local ownership. Technology We make sure technical decisions and results are communicated clearly to the people who need them. This includes translating complex architecture, data, and system topics into language that is understandable and actionable for business stakeholders. We outline what must be communicated, to whom, and why, and provide the materials needed for leaders, architects, and teams to speak with one clear voice. This often includes summaries of technical designs, decision logs, visual explanations, and guidance that helps stakeholders understand the implications for their work.

What it means We support leaders in putting the change into practice. This includes sparring on decisions, helping them handle key stakeholders, preparing them for what their teams need, and guiding them through the activities that require their attention. Why it matters To make sure leaders are confident, well-equipped, and able and willing to drive the change forward in a way that feels natural to the organization. What you get Practical support that helps leaders turn direction into action, with guidance for key decisions, stakeholder engagement, and how to lead people through change while technology and processes evolve.

Organization We help leaders put the change into practice by sparring on decisions, supporting stakeholder handling, and acting as a trusted advisor when challenges arise. We work closely with leadership to clarify their role, prepare them for what their teams need, and guide them through the activities that require their attention. The goal is to ensure leaders feel confident, well-equipped, and able to drive the change forward in a way that fits the organization. Technology: We support leaders in making architectural and strategic decisions throughout the change by sparring on design choices, helping navigate complex dependencies, and acting as a trusted advisor when technical questions or risks arise. We work closely with IT leadership to clarify decision paths, ensure alignment with business goals, and prepare them for the conversations that matter. This often means translating architectural implications, supporting stakeholder engagement, and strengthening the link between technical direction and organizational needs.

What it means We develop the communication and learning concepts, create the materials and content that support them, and tailor everything to the audiences. We also support trainers through preparation, hands-on guidance, and train-the-trainer sessions to strengthen local ownership. Why it matters To bridge the gap between technical detail and organizational understanding, and ensure the right and timely knowledge, capabilities, and motivation across the organization. What you get A clear and practical plan with materials that help people understand the change and build the capabilities required to succeed.

What it means We help shape how the project should be set up: the structure, roles, responsibilities, decision forums, and the ways of working that guide collaboration between business and IT. Why it matters A well-defined setup improves efficiency and delivery quality. When people know how the project is run, who decides, who delivers, and how work is coordinated, progress is smoother and misunderstandings are fewer. What you get A clear setup for the project, including defined roles, decision forums, reporting structure, and collaboration routines. It is a practical model for how the project will run day to day, who leads what, how decisions move forward, and how progress is tracked and communicated.

Shared perspective for technology and organization We set up a clear approach for how the transformation will be run by defining the governance, scope, and structure of the work. This includes designing the project or program organization, outlining roles and competencies, and clarifying how resources are allocated. We also establish the frameworks and ways of working that guide collaboration across business and IT, giving teams a practical and transparent foundation for the work ahead.

What it means We describe how the organization and technology landscape should look in the future, including structure, roles, processes, capabilities, data, applications, and platforms. This forms a concrete picture of how the business will operate and be supported going forward. Why it matters When the future is clearly defined, implementation planning becomes far more concrete. It shows what needs to change, what depends on what, and how new ways of working and technology should fit together. This makes it possible to plan a transition that is realistic, coordinated, and technically and organizationally sound. What you get A structured and practical view of the future organization and architecture, detailed enough to support implementation planning and sequencing, and to guide how people, processes, and technology will transition over time.

Organization We translate ambition into a concrete structure by defining the roles, responsibilities, and leadership setups that will support the transformation. This includes outlining decision paths, collaboration patterns, and the capabilities the organization needs to deliver on its goals. We also consider how structure and culture interact to ensure the future organization is not only efficient on paper but workable in practice, with clarity on what must be in place before any transition can begin. Technology We outline the to-be architecture across key areas such as processes, capabilities, applications, data, integrations, and the platforms and infrastructure that tie it all together. By bringing these elements into one picture, we translate ambition into a coherent architecture that supports the organization’s goals and reduces complexity over time, creating a clear view of what the technology landscape must become before any transition can begin.

What it means We define principles for how decisions should be made in the future across people, processes, and technology. This includes roles and responsibilities, decision forums, data and system ownership, architectural guardrails, and how information should flow between teams. Why it matters Good governance creates structure without slowing progress. When ownership, decision rights, and architectural principles are defined, it reduces mistakes, supports security and compliance, and ensures business and technology decisions are made consistently. What you get A practical governance model covering collaboration, decision mandates, and architectural principles. It clarifies who owns processes and systems, how priorities are set, and how decisions move from strategy to implementation across business and IT.

Organization We create clarity in how people work together by defining the principles and guidelines that shape collaboration, communication, and decision-making. This includes outlining roles and responsibilities, showing how activities connect across functions, and setting expectations for how information flows. We also define communication principles that help the organization stay on the same page, anchoring everything with the leaders and teams who will rely on it. Technology We set the principles and guardrails that keep the architecture consistent by defining how systems, data, and security should be handled, ensuring a clear foundation for technical decisions. We shape architecture boards, clarify how choices are reviewed, and define whether governance should be central, federated, or decentralized. We also support structures like Centers of Excellence and communities of practice to keep knowledge flowing and maintain alignment across teams.

What it means We translate the future direction into a high-level plan for how the transformation can unfold over time. This includes major steps, dependencies, and the sequence in which organizational and technical changes make sense. Why it matters A roadmap makes the path forward easier to navigate. It aligns stakeholders around milestones and shared expectations about pace and order and ensures that business and IT develop in a coordinated way rather than through isolated efforts. What you get A realistic and coordinated view of the journey ahead, showing what needs to happen first, what depends on what, and how progress can be built up phase by phase.

Organization We show how the organization can move from today’s setup to the future one by outlining the major steps, the sequence of initiatives, and the dependencies that shape the journey. This includes identifying what needs to change first, what requires preparation elsewhere, and where new structures, roles, or ways of working must be in place before other efforts can succeed. Technology We turn the future architecture into a high-level plan by outlining the major steps, their order, and the dependencies that shape what is possible when. We qualify and quantify initiatives using effort and impact to show where value is created and what will require substantial work. This includes mapping dependencies, estimating effort, and sequencing the initiatives so the architecture can evolve in a manageable and coherent way.

What it means We outline how to move from today’s setup to the future one. This includes identifying gaps, sequencing changes, and defining temporary setups, such as interim roles, ways of working, or transition architecture that keeps things running while change is underway. Why it matters Big shifts rarely happen in one jump. A clear transition makes space for temporary solutions without losing direction, control, or productivity. It reduces risk, avoids overload, and keeps both the organization and the technology stable while they evolve toward the target state. What you get A clear overview for how the change can be carried out, including which gaps must be addressed, the order in which changes make sense, and how temporary setups such as interim roles or transition architecture can keep things running while the new state is built.

Organization We plan how people will move from today’s ways of working to tomorrow’s by clarifying what must change and what success looks like. We define early adoption metrics, develop the communication and learning strategies, and shape the messages, channels, and training needed to prepare people for the shift. We also design support structures such as ambassador networks and super users and clarify how leaders and key groups will be involved so the organization is ready for the transition. Technology We shape how the current architecture moves toward the future state by identifying gaps between as-is and to-be, clarifying what must change, and outlining the technical steps to get there. This includes defining the transition architecture, planning migrations, integrations, and cut-over activities, and determining what can move first and what must wait based on dependencies and stability needs.

What it means We help ensure that vendor involvement supports the direction of the work both technically and organizationally. This may include reviewing proposed solutions, assessing fit against needs and architecture, and clarifying roles and responsibilities in the collaboration. Why it matters It can be difficult to gauge the work of external vendors. Good vendor alignment reduces risk and avoids misunderstandings. When expectations, responsibilities, and solution requirements are clear, collaboration is more likely to lead to the desired results. What you get A trusted advisor supporting you in building a strong foundation for working with vendors, with clarity on expectations, solution fit, and how responsibilities and decisions should be shared going forward.

Organization We assess how roles, tasks, processes, and systems will shift and what these changes require from the groups involved. Building on the target group mapping, we outline how each group is affected, what will feel different in their daily work, and where communication or learning will be essential. By comparing the as-is and to-be ways of working, we highlight the specific impacts and where support may be needed. The result shows who is affected, how, and what they need to succeed, forming the foundation for effective communication, learning, and change efforts.

What it means We look at how roles, tasks, processes, and systems will shift, and what those shifts require from the individuals and groups involved. Why it matters When the impact is clear, it becomes easier to prepare teams, plan communication and learning, and avoid resistance caused by uncertainty or misunderstanding. It makes change manageable in a way people can absorb and act on. What you get A concrete view of who will be affected and how, providing a foundation for targeted communication, training, and support when the change is put into practice.

What it means We turn the planned change into a coordinated sequence of activities, across both people and technology. This includes involvement, timing, communication, operational readiness, and the technical work that needs to support it in parallel. Why it matters A good plan connects organizational adoption with technical delivery. It avoids situations where the solution is ready, but the people are not, or the other way around, and helps ensure progress is steady, coordinated, and realistic. What you get A detailed, combined plan that shows how the work moves forward in practice, what needs to happen on the business side, the organizational side, what needs to happen technically, and how the three stay aligned over time.

Organization The plan turns the change management approach into concrete activities. We define who needs to be involved, when they should be engaged, and what support each group needs to move through the change. This includes outlining key moments for communication and learning, clarifying responsibilities, and ensuring alignment and readiness as the change takes shape. Technology The plan translates the target architecture and roadmap into concrete technical activities. We outline timing, dependencies, and what must be in place for each step to succeed so the architecture can be put into practice. This includes refining initiatives, estimating effort, and clarifying how each element delivers value.