Three engagements. Three different functions. Over more than a decade. The same underlying principle each time, but with methodology that has evolved alongside the relationship.

A major global organisation was repositioning its technology and digital services function, moving it from operational support to strategic enabler. The leaders running that function were being asked to make a corresponding shift: from managing technology and process to driving business transformation and operating credibly at the interface between function and strategy.

Executives were navigating significant internal tension at senior leadership level. Fragmentation was inhibiting the leadership team's ability to function coherently. Before anything could be built, the organisation needed to understand itself: what it actually valued, where it was aligned, and where it wasn't.