The problem you already know
Why this happens
Every organization runs on two operating systems. The official one: strategy, processes, org chart. The social one: the unwritten answers to how work really gets done. The second is written down nowhere, yet it carries most decisions: everyday choices run fast and automatically, in what Nobel laureate Daniel Kahneman called System 1. Nobody opens the strategy before deciding. People fall back on shared references. They decide whether a strategy lands.
The translation problem, solved
Every strategy is complex and individual. But it reaches people through the same five dimensions every time. We do not translate the strategy. We translate what it demands of people in the five decision-driving dimensions:
How the measurement works
Step 1 · What it takes
Leadership defines which way of working the strategy requires. Two formats. One of them is enough:
Step 2 · Where we are
Employees respond to concrete case situations online. Ten minutes. No opinion polls, no satisfaction scores. The question behind every case: how do you actually act?
Step 3 · The gaps
The output is not sentiment. It is a map that shows, team by team and dimension by dimension, the distance between what it takes and where we are. Direction and size, no grades. Individual answers stay private.
What it looks like
1 What it takes
From Step 1: the target reference2 Where we are
From Step 2: how people actually read it3 The gaps
The distance, per dimension and teamWhat the gaps give you
Every gap tells leadership which of three moves it needs. No more acting on gut feeling alone:
Relevance Cascading takes it one level deeper: every leader sees the gaps in their own area, level by level, and gets hands-on guidance to use the next day.
The goal is not alignment for its own sake. It is calibrated acceleration: an organization that shares its reference can move fast without paying the hidden costs of speed.
Two ways to start
Feel it yourself
Ten questions, about ten minutes, a free profile with your own measurement as a starting point. Private, and the fastest way to understand what the diagnostic measures.
Start with your own measurementSee it for your organization
The product: the target versus actual map across your teams, with the three moves that follow. Twenty minutes is enough for a first read.
Book a callMethod: built on the framework of The Hidden Cost of Speed (Christoph Svoboda, Vienna). Grounded in Schein's work on organizational culture and Clark's work on common ground.