Operating Rollout
Installation of the minimum operating system required for reliable delivery — governance, delivery standards, execution telemetry, and an operating rhythm that holds. Delivered in weekly sprints over 4 to 8 weeks. Controls are designed to reduce work, not add ceremony.
When this is the right call
You have visibility into what is broken — likely from a recent diagnostic — and you need the operating system in place to make delivery predictable. Installation is finite (4–8 weeks, fixed fee); the team operates from it on day one post-exit.
- ─The diagnostic is done (or the situation is well-understood internally) and the priorities are signed.
- ─An internal execution owner is named, with weekly attention to spare for 4–8 weeks.
- ─The team agrees something needs to be installed (not just discussed) but is missing the structure to do it.
- ─Decisions stall waiting for someone to enforce the operating cadence.
- ─Telemetry is missing or unread — the team manages on anecdote, not signal.
- ─Recurring failure modes (rework, scope drift, escalation pile-ups) are visible and traced to their root.
If you do not yet have a system map or baseline, start with the Diagnostic Sprint. If you already run a system and only need it watched, retain instead of installing again.
What gets installed
- 01/05Week 1
Baseline
Artefact review, stakeholder interviews, compressed system map. Priority confirmation — from a prior Diagnostic Sprint or captured fresh.
- 02/05Weeks 2–3
Governance rollout
Decision rights, scope policy, change control, definitions of done. The weekly operating review is running by the end of week 3.
- ─Governance pack
- ─Operating cadence
- 03/05Weeks 3–5
Delivery standards and telemetry
Quality gates, acceptance criteria, handoff rules. Telemetry baseline instrumented in existing tooling — lead time, throughput, rework, incident trend. Dashboards live.
- ─Delivery standards
- ─Execution telemetry baseline
- 04/05Weeks 5–7
Adoption
Pilot team absorbs the operating rhythm. Friction surfaces, controls are tuned. Rollout extends to the remaining streams.
- 05/05Weeks 7–8
Handoff
SOP baseline documented. Transfer to the named execution owner. Exit checklist signed.
- ─SOP baseline
- ─Handoff package
Handoff signed at week 8; the optional Sustain retainer begins from there, or the engagement ends here.
Outcomes
- ─Weekly operating cadence running without executive intervention by end of week 3.
- ─Measurable improvement in predictability proxies — lead time variance, re-plan frequency — against the week 1 baseline.
- ─Reduced rework signals and fewer late-stage scope changes over the engagement window.
- ─Handoff package signed by the internal execution owner before exit.
- ─Governance pack applied to at least one real decision cycle during the engagement — not just documented.
What you commit to
Inputs
- 01A named execution owner internally — accountable throughout the engagement, and handoff recipient at exit.
- 02Executive sponsor with authority to approve governance changes: decision rights, scope policy, review cadence.
- 03Weekly operating review attendance by decision owners for the full 4 to 8 weeks.
- 04Read/write access to existing tooling stack as required for instrumentation.
- 05A baseline view of the system — from prior Diagnostic Sprint, or captured in week 1.
What this is not
Out of scope
- 01Staff augmentation or hands-on IC delivery — the engagement ships a system, not labor.
- 02Long-term program management beyond the 4 to 8 week scope.
- 03Software procurement, license purchase, or tool selection as a primary activity.
- 04Organizational restructuring, role changes, or HR decisions.
- 05Re-platforming or large architecture migrations — can be scoped separately as a Special Project.
Start with a scoping conversation.
A 30-minute call to confirm fit, map constraints, and propose the smallest viable scope for this engagement. If the context is not right for what we do, we say so before the call ends.