Transformation Rescue
Identify what is affecting execution and leave with a targeted correction plan.
Latent Variables runs a rapid diagnostic across the teams involved in the transformation, tests competing explanations for the execution gap, and identifies the conditions material enough to require a change. Leadership receives a prioritized diagnosis, specific corrections tied to the affected decisions and workstreams, and a baseline for measuring whether the response works.
The rescue diagnostic at a glance
The diagnosis and correction plan arrive within 6 days of fieldwork start.
15 minutes per person.
Conversations run in parallel across the teams involved in the transformation. A coordinated population completes fieldwork in 48 hours.
About 2 hours in total: the transformation context, the population, and the explanations already under consideration.
Up to 2,000 participants in a single wave.
Each conversation adapts to the participant, and synthesis begins as evidence accumulates. The diagnostic runs without launching another workstream.
What the rescue diagnostic identifies
Every conversation contributes to the same campaign context, so an explanation raised in one workstream is tested against the accounts of the teams around it. A delay attributed to capacity can turn out to be an upstream ownership dependency.
Where execution differs from the plan
The specific points where what is happening in the organization does not match what the plan expects.
Which symptoms share a cause
Whether the visible problems trace to one condition or several, and which corrections belong together.
The conditions producing the gap
The ownership, capacity, dependency, incentive, process, or capability conditions that best explain the execution gap.
Cross-workstream dependencies
Where one workstream's delay or decision is constraining another.
Differences across the organization
Where teams, locations, or management layers describe the transformation differently, and which differences are material.
Where the current intervention does not reach the cause
Whether the corrective actions already underway address the conditions the evidence supports.
What leadership can realistically change
The conditions leadership can act on now, separated from constraints that require longer-term work.
New risks on the current path
Risks the current execution path is creating that were not part of the original plan.
How the diagnosis becomes a correction plan
Where the evidence supports it, the diagnosis converts into materials leadership can act on directly:
The diagnostic stands on its own. If leadership acts on the corrections, a later read returns to the same teams with the original evidence preserved and shows whether the conditions that produced the gap changed, on the same 6-day turnaround.
What makes Latent Variables different
Finds what is producing the execution gap
The diagnostic tests competing explanations across teams and workstreams. It separates visible symptoms from the ownership, capacity, dependency, incentive, process, or capability conditions causing them.
Connects each finding to a correction
The work does not end with a diagnosis. Each supported cause is tied to the decisions, workstreams, ownership changes, and intervention priorities required to address it.
Shows whether the response worked
The original evidence is preserved as a baseline. A later read returns to the same teams and measures whether the conditions behind the execution gap have changed.
Bring us one transformation that is behind plan.
We’ll describe how the diagnostic would be scoped, which teams it would cover, and how the diagnosis and correction plan would reach you.
Diagnose a transformation
Bring one transformation decision in planning or execution.
Pick a time on the rightbelow to learn more about our research and explore whether it may be relevant to your organization.
30 min
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