01
Align the leadership team
We run alignment workshops so leadership agrees why the change matters and what it asks of each area and each leader.
Service
Change Management & Organisational Alignment: making the new way of working stick
A well-designed system can still fail on the way in: people hear too late, managers do not model it, old habits return and unnamed resistance turns into quiet non-compliance. We work on the human side of the change with your team, aligning leadership first, planning the communication, preparing managers, addressing resistance in the open and building the habits that hold after launch.
The problem
Signals you will recognise
- 01Leadership agreed on the change, but each leader tells a different version of it.
- 02The last initiative was announced with energy and abandoned within months.
- 03Teams nod in the meeting and carry on as before.
- 04Managers are expected to lead the change but were never prepared for it.
- 05Resistance is discussed in corridors, never addressed in the open.
How it works
What we do
02
Plan the change
We build the change and communication plan: who needs to know what, when and from whom, with resistance mapped early.
03
Prepare the managers
We prepare managers to explain the change, answer the hard questions and model the new routines with their teams.
04
Embed the habits
We follow adoption in the first months, address resistance as it appears and reinforce routines until they are normal.
Topics covered
- Organisational alignment
- Change management
- Change communication
- Leadership behaviours
- Handling resistance
- Adoption and habits
Deliverables
- Alignment workshops with the leadership team
- A change narrative leadership can tell consistently
- A change and communication plan, by audience and by moment
- A stakeholder and resistance map, with actions
- Manager preparation sessions and conversation guides
- Adoption indicators and a regular check on how the change is landing
- Support through the first months after launch
Typical outcome
The leadership team tells one story, managers lead the change in their own teams, and the new way of working is still in place months after launch.
Eight to twelve weeks, often alongside one of our system projects, with scope and price fixed before we start.
Book an Operating AssessmentQuestions we are asked
Both. It often runs alongside the Company or Leadership Operating System, but also works for changes you designed internally, such as a new structure, leadership team or way of planning.
Communication is one part, but most changes fail on behaviour, not on information. The work focuses on what leaders and managers do differently, every week.
Ana Reis leads the change and alignment work, together with Francisco Campos wherever the change touches operations, KPIs or processes.
In the open. We name it early, listen to what it says about the design, adjust what deserves adjusting and support managers in holding the line on the rest.
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Your company has changed. Has the way it runs caught up?
The Operating Assessment establishes where execution is constrained, and what to fix first.
Who you will speak with
Francisco Campos
Co-founder · Strategy, Operations & Execution
Helps clarify priorities, structure teams and connect organisation design with business execution.
Ana Reis
Co-founder · Leadership, People & Change
Designs and implements People systems, from performance and careers to everyday management routines.
First conversation · 30 minutes
Tell us what is happening
Free and without obligation. Ana and Francisco reply personally.