Ten examples · nine made up and one real case
Endless possibilities.
We have already designed 146 output models across more than twenty fields. Every project starts from a question and ends in a different tool. Below are ten examples, each answering a different question. Open them, read them at your own pace and download them.
01 / 10AI readiness assessmentfor leadership
How ready the company is for AI, area by area.
- The question
- How much people use AI, how well they understand it and who can bring it to their colleagues.
- Who talks
- The whole company, 15 to 20 minutes each, by voice or in writing.
- What you get
- Your level on four dimensions. Use, technical knowledge, risk awareness and openness to change. Your internal champions, what is already in use and what people ask for. A three-stage plan where every move comes from a number.
02 / 10Organisational analysisfor leadership and HR
The official org chart and the real one, on the same map.
- The question
- Who really decides, who people ask for help and who keeps the work going without being a manager.
- Who talks
- Each person about their own role. Then managers about how they see their teams.
- What you get
- A map of the company through six lenses. Official, real, skills, perception, risk and talent. The gap between how people see their own role and how their manager sees it. Who retires in the coming years and what knowledge leaves with them.
03 / 10The regional hubfor a business association or an industrial district
What an industrial district can do, supply chain by supply chain.
- The question
- What the companies in a district can do together, which supply chains have a missing link and which foreign markets they can enter together.
- Who talks
- The member companies, one by one.
- What you get
- A 3D map of the district with its companies and supply chains. The missing links stand out. The foreign markets already served and the ones to open together. The hub stays with the association and grows with every new interview.
04 / 10Matchingreal case · Confindustria Bassano
Who can work with whom, a few miles apart.
- The question
- Which companies can complete a supply chain together and which startups and talent to introduce to the right companies.
- Who talks
- People from the pilot group companies. Technicians on processes and machines, sales on markets, leadership on strategy.
- What you get
- The possible matches, each with its reason. Supply chains to complete, startups to introduce, new markets and matching grants. Each company has its own page with job descriptions for its roles. It sees the others only anonymously until both sides agree.
05 / 10Market researchfor sales leadership
Why retailers choose a brand and why they drop it.
- The question
- What the people who sell the brand think of it, why some shops dropped it and which sales leadership assumptions hold up.
- Who talks
- 34 shops in four segments. Long-standing and new partners, former partners and shops that only sell competitors. Owners, sales staff and mechanics.
- What you get
- Why they choose and why they leave, segment by segment. How you compare with competitors. Each hypothesis tested one by one, with a verdict. Behind every number, the words of the people who said it.
06 / 10The procedurefor quality and process owners
One process told in many versions, written as one.
- The question
- How work really gets done from quote to delivery and where people’s versions don’t match.
- Who talks
- The process owner and the people upstream and downstream. Outsiders too: the customer, the sales agent and a supplier.
- What you get
- A written, verified procedure. Steps, owners, timings and checkpoints. For every step, the quotes that back it up. Where versions differed, the decision taken. Ready to print and download.
07 / 10Soft skills assessmentfor HR
How people communicate, collaborate and decide. Measured on facts.
- The question
- How solid soft skills are, area by area, and where training is worth the investment.
- Who talks
- The whole company, 20 minutes each, by voice. People tell real episodes, no self-assessments.
- What you get
- Leadership gets a summary, a skills map by area and a development plan, with aggregated data only. Each person gets a private profile with their own words, three actions and a learning path.
08 / 10Job descriptionsfor HR
The real job description of every role, written by the people who do it.
- The question
- What each role really does and how far it has drifted from the official job description.
- Who talks
- Each person about their own work, 25 minutes each. Tasks, frequency, tools, who they report to and what they know that isn’t written down.
- What you get
- One document per role, ready in Word or PDF. Every line links back to quotes from the interviews. A comparison with the official job description and the skills held by one person only.
09 / 10Work ready for AI agentsfor those bringing AI into processes
Which tasks an AI agent can take on and where the freed-up time goes.
- The question
- Task by task, how much work can move to an AI agent and where to start.
- Who talks
- Each person about their own role. What they do in a week, how long it takes and what they would do with an extra hour.
- What you get
- A map of tasks by role and by area. For each task, how much an agent can do and why. A roadmap that starts from quick wins and the time to reinvest, role by role. No job cuts.
10 / 10Service sentimentfor service providers
Whether a service works is for its users to say. Office by office.
- The question
- Does the help desk work for the businesses that use it? What is missing and what to change first.
- Who talks
- The businesses that use the service and the staff who provide it. A short eight-minute interview.
- What you get
- A sentiment index by office and by type of business. Themes and unmet needs, with the quotes behind every number. The gap between providers and users. The three things to do first.