Conditions

Something changed.
Now the operating model has to answer for it.

A leader changes. A customer leaves. A platform is selected. The board asks for proof. A mandate crosses functions no one person controls. Different triggers expose different operating conditions — and each calls for a different read.

New leader You inherited it. You will be judged on it. Ninety days in, you will be asked whether the transformation is working. You did not scope it, and the people who made the claims have moved on. Read this condition → Lost account A client left. Nobody can say where the work broke. Every function reports that its part performed. The customer experienced the seams between them, and no one owns a seam. Read this condition → Act now One quarter to fix what took three years to break. The board wants it corrected this quarter, not diagnosed over two. A six-week assessment is not available to you. Read this condition → Wrong altitude Assigned to the function with capacity, not authority. Everyone knows. Nobody can say it, because it sounds like an accusation. It is a scoping finding, and it is actionable. Read this condition →

Each condition changes what you should read first. Start with the pressure that put this on your desk; the condition will point you to the read that fits.

Take the ZBT Check → Find the right read → Ten questions, five minutes, nothing stored.

Whichever one brought you here,
the first job is the same.

Establish what is actually true before you commit to a plan. Then decide whether you need a one-time read or the capability to keep producing one.

See the assessments → Learn the system →