How we work
The work holds together from the first conversation until the capability stays in the organisation. Structured when the goal is clear, exploratory when the path takes shape along the way.
Every organisation is different. That is why the work always starts with understanding the organisation, before anything is proposed. People, data and technology are brought together into a whole. Success is measured by what the organisation can do on its own afterwards.
The rest of this page describes how an assignment progresses and the three principles that guide every decision we make along the way.
The work can start small
The work is seldom an overhaul of the whole organisation at once. It is adapted to a team, a department or a country. What works is spread further at a pace that suits the organisation.
A team, a department or a country
The work is limited to the part of the organisation where the need is greatest or where it is easiest to get started.
A pilot project
A well-defined project shows what works in your own organisation. What you learn decides the next step.
A blueprint
A blueprint is a drawing of how the work will be done, made before anything is carried out. It shows the order and can be followed step by step, in one team or across the whole organisation.
Four steps that hold together
The work is not split into separate projects. The steps hold together, from understanding to a capability that stays in the organisation.
Understand
The current state is mapped properly: data, processes, systems, people and digital maturity. We listen more than we talk.
Shape
A target state, structure and a prioritised plan are developed together. You know what needs doing, in what order and why.
Deliver
The solutions are built and rolled out together. Roadmap-driven when the goal is clear, agile when the path takes shape along the way.
Hand over
Knowledge, routines and responsibility are handed over step by step, so that the organisation stays steady and can keep developing on its own.
Goals, KPIs and learning
Everything can be measured, but only what matters most becomes a goal. There is a difference between KPIs that show how the organisation is doing and the few goals that need to change right now.
The direction holds for several years. Strategies apply a few years at a time. Goals are set for a quarter or a year, usually three or four of them with no more than about ten measurable results in total. Initiatives and day-to-day work are linked to the goals and to the capabilities the organisation needs to build.
The most important step is the one many skip: regularly stopping to see what actually made a difference, doing more of that and stopping what doesn't. Pausing something is a decision too.
When nobody holds delivery together
Many organisations lack a function that holds strategy and delivery together. The role can then be filled temporarily, while it is built up within the organisation:
- Translate the strategy into measurable results that everyone understands.
- Link initiatives to the results the organisation wants to reach.
- Coordinate without extra layers, so it is clear who does what.
- Make follow-up a basis for decisions, not just a report.
- Build in learning, so that you do more of what works.
Decisions and owners are written down. What is not written down often gets reopened.
Three principles that guide everything we do
Whatever the assignment, we always come back to these three.
Understand first
The work starts with understanding the organisation, not with a ready-made template.
Deliver, not report
Practical results that are carried through to the end, not reports left in a drawer.
Capability stays
The work builds capability in the organisation, not dependence on a consultant. The clearest proof is that the organisation manages on its own afterwards.
What it means day to day
A way of working you notice in everyday work, not just in a final report.
Clarity from day one
You know where you stand, where you are going and what the next step is. No black boxes.
Results you can see
The work is tied to goals and KPIs, so the value can be followed.
Less dependency
The knowledge stays in the organisation. When the work is done, you stand more firmly on your own feet.
We call things by their proper names
We do not reinvent the wheel. We work with established methods used around the world, and they can be brought into the organisation you already have.
A few examples: a capability map comes from enterprise architecture, value streams show step by step how value is created for the customer, goals and KPIs can follow frameworks such as OKR, and processes are drawn to established standards. There are more. We choose what suits you.
It means you do not need to learn a new language to understand what we do. Everything that is built can be taken further with whoever you like.
The same goes for words. We do not say “fast track”, “synergies”, “paradigm shift” or “AI-first transformation journey” when we mean something simpler. We say what we do.
The Omnidrift Way™Capability mapOmni Keys™KPIsOmni Sources™Data sourcesFast trackA plan with datesSynergiesCollaborationAI-firstAI where it helps
Our promises
- We always explain why before we suggest what.
- We call things by their proper names and build on methods that already exist.
- Everything is built so that the organisation manages on its own afterwards.
- We say so when something is not needed, even when it means less work for us.
- The information belongs to the organisation and can be taken with it at any time.
- Employees' ideas get a way to become reality.
- Each year we support a few organisations and people we believe in, such as start-ups and non-profits, where the contribution makes a real difference.
Want to know what it could look like in your organisation?
Get in touch and we will have a no-obligation conversation about where you stand and what the first step could be.
Book a call