Our project has lost direction.
Missed deadlines, ballooning budgets, teams that no longer agree on what "done" looks like: by the time a project is visibly in trouble, the underlying causes are usually months old. Left alone, the gap between plan and reality tends to widen, not close, because the people closest to the work are often too invested in the current course to name what has gone wrong.
A recovery starts by separating symptoms from root causes. A slipping timeline is a symptom; an unclear decision-making structure, a scope that was never really agreed on, or a team stretched across too many priorities is often the actual cause. Naming the real cause is what makes a realistic plan possible, instead of another optimistic one.
This is where our approach hinges between two Kaizen phases: what was meant to Transform the organization has stalled, and getting it moving again is itself an act of continuous improvement, one that strengthens the governance the project needs to reach its Augment phase later on.
Interviews, document review and a fact-based read of the situation, usually within two to four weeks.
Immediate action on the most urgent risks, to stop further damage while the fuller plan takes shape.
Clear decision rights, a realistic cadence, and a shared view of progress that everyone can trust.
A revised plan, scoped to what's actually achievable, with the team's buy-in to carry it forward.
As soon as doubt sets in. The earlier we intervene, the more room there is to correct course without a full restart.
Not necessarily. Many recoveries succeed by clarifying roles and decision rights within the existing team, not by replacing people.
Yes. Our role is to restore clarity and governance, not to compete with your delivery partner.
A diagnosis typically takes two to four weeks. Stabilization and governance follow at a pace matched to the project's urgency.
We name that plainly in the diagnosis and help you decide the right response, whether that's renegotiating, escalating, or changing partners.