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KAMOTO
A leadership workshop table with notes arranged for discussion

Anonymized scale-up case

The company was growing.
So was the work of
holding it together.

The diagnostic connected delays, rework and unclear responsibilities—and helped leadership decide what to change first.

01 — Context

The work was getting done.
Could the company keep growing this way?

01

Environment

A capital-efficient scale-up facing growing demand, expanding teams and a competitive market.

02

Scope

Eight areas of company life, including leadership, delivery, systems and learning.

03

Growth signal

More people, more demand and more work passing between teams.

04

System tension

Delivery was uneven. Work came back for correction. Decisions waited, and responsibility was not always clear.

02 — What we did

From the first question
to checking what changed.

  1. 01

    Align

    Agree what leadership needs to understand.

  2. 02

    Capture

    Gather evidence across the company.

  3. 03

    Read

    Find where the same problems recur.

  4. 04

    Validate

    Check the findings with leadership.

  5. 05

    Act

    Choose actions and name owners.

  6. 06

    Remeasure

    Check what improved and what remains.

03 — Looking at the evidence

See where the pressure builds.
Then look at what sits behind it.

The company view shows where to look. Team comparisons and people’s own accounts help explain what is happening.

Who was included—and where comparisons are possible
Explore what may be driving the pressure
Read what people describe in their own words
Compare the areas that need attention

04 — Turning a finding into action

“Decision-making is slow.”
What happens next?

The finding shown here concerns decision rights. The plan connects the evidence to an action, an owner and a date to review progress.

  • What the evidence shows
  • Who will do what, and by when
  • When leadership will review progress

05 — Leadership decision

What leadership decided to change.

Leadership agreed on three phases: address the immediate delays, clarify how work should move, then prepare for further growth.

01

Stabilize

Address the problems delaying delivery.

  • Clarify decision rights
  • Stabilize key handoffs
  • Fix rework loops
4–6 weeks
02

Clarify

Make priorities and responsibilities clear.

  • Align priorities and roles
  • Simplify processes
  • Improve visibility
6–12 weeks
03

Scale

Prepare teams and processes for further growth.

  • Establish regular working routines
  • Develop capabilities
  • Remove structural limits
12+ weeks

06 — Remeasurement

What improved?
What still needed work?

A second measure compares the new picture with the starting point. Completed actions alone do not tell us whether the work became easier.

  • Compare the first and second measures
  • See which areas changed
  • Keep unresolved pressure visible

07 — Outcome

What changed.

  • Clear decisions. Named owners.
  • Actions reviewed, not just assigned.
  • Progress checked against the starting point.

The next time the problem appeared, leadership had something better than another round of opinions.