The practitioner behind TIDE OS.
The recurring pattern, and the response to it.
I have been an enterprise architect focused on transformation and change for over 25 years. In that time I have been called into major change programmes to help set them up for success, brought in midway to programmes that are off track and need help identifying the problem then course correcting. And I have been called in the aftermath of a failed transformation to answer “what next?”
Throughout this time, I've watched the same pattern repeat across every sector. A budget gets committed before the readiness picture is honest. The risks that are obvious to anyone close to the work stay invisible to the sponsors writing the cheque. By the time the gap shows up in delivery — usually six to nine months in — the cost of correction is several times the cost of having looked properly at the start.
It can take several weeks to review and make sure the programme is set up for success. It can take months to identify and fix issues midway, and it can take years to recover from a failed programme.
TIDE OS exists to make that look possible. Before the budget commits — without a several-week diagnostic engagement.
What it reads. What it produces.
TIDE OS assesses transformation across two sides. Structural readiness, such as strategy, governance, organisational design, technology, dependencies, etc. and Change capability, such as history, sponsorship, communication, resilience, learning, etc.
It returns a readiness band, a risk register, and a sequenced set of recommendations. Calibrated against real programmes — what actually fired in delivery, not what looked plausible in a board pack.
Where this came from.
I have worked in and around transformation programmes across many sectors — insurance, higher education, government, membership bodies, energy, retail and manufacturing among them. What's in TIDE OS comes from watching what actually derails programmes, repeated enough times to be patterns rather than war stories. It's what I'd want to see assessed before I'd take on a programme myself.
To get the full picture I have also analysed dozens of publicly available sources of troubled programmes (and successful ones), to make sure that I have those covered, as well as ensure the diagnostic can identify similar tell-tale signs.
For the full picture — projects, sectors, credentials, current roles — see my LinkedIn profile.
View LinkedIn profileThree principles run through the methodology.
Risk shows up before scope does.
The structural fragilities are visible at scoping. Most of them get assumed away.
Most transformations fail at change-side capacity, not strategic clarity.
Boards over-invest in strategy and under-invest in absorption. The methodology weights both.
Honest readiness reads beat optimistic launch plans every time.
The Signal is designed to be useful even when — especially when — the read is uncomfortable.
Take the Signal, or get in touch.
The fastest way to see what TIDE OS surfaces is the Signal — fifteen minutes, free, returns your readiness band and your top risks.