Organization Renovation
Services
Strategic Diagnosis
Most organizations measure what's easy to measure, not what matters. Cost accounting designed for 1960s manufacturing. Departmental metrics optimizing local efficiency while destroying system performance. Incentives misaligned with stated goals.
Make-versus-buy decisions compare fully burdened internal costs (including overhead allocation) to external purchase prices (which omit overhead). The overhead exists whether you make or buy. Measuring allocated overhead (abstraction) instead of incremental costs (reality) drives systematically wrong decisions.
I diagnose what's invisible from inside and design frameworks addressing root causes.
Implementation is customized to what diagnosis reveals. I supervise internal teams or serve as general contractor overseeing outside resources.
Measurement System Assessment
Many engagements begin here - systematic diagnosis of whether you're measuring reality or abstractions, whether metrics drive desired behavior, where invisible value destruction occurs.
Are you measuring cost per unit (abstraction requiring overhead allocation) or constraint throughput (reality determining actual profitability)? Is customer service expensed as cost center when it's actually your highest-ROI investment - retaining proven buyers costs less than acquiring new ones?
Purchasing measures unit price. Wholesale from China costs half what US suppliers charge, so procurement reports massive "savings." But wholesale requires guessing demand and discounting 50% of unsold inventory. US suppliers cost twice as much but you order what sells - zero markdowns. Which actually costs less? The metric drives the wrong behavior.
Typical engagements run 4-8 weeks and deliver diagnostic findings with prioritized remediation roadmap.
Some clients implement internally. Others engage for ongoing advisory through transformation.
Pre-Acquisition Due Diligence
Private equity firms need to identify invisible value levers and hidden operational risks before acquisition closes.
Financial analysis shows gross margins. I reveal that sales incentives reward unprofitable deals, procurement claims "savings" that don't hit P&L, and quality problems get hidden by rework budgets. Standard due diligence sees the numbers. I see why the numbers are what they are - and what breaks when you try to scale.
I reveal systematic dysfunctions through cross-industry pattern recognition - measurement systems destroying value, incentive misalignments creating perverse behavior, structural constraints limiting growth regardless of capital injection and time scales
Let's See if We are a Fit
Schedule 30-minute exploration call
Schedule 60-minute deep dive
Copyright 2026| Organization Renovation™