When does a company need organisational transformation?
A board needs support with transformation when change projects lack a shared goal and their effects fade once they end.
- The company runs several change projects at the same time, without a shared goal or sequence.
- Project effects fade after the projects end because the way decisions are made has not changed.
- The board wants to use AI for growth, but lacks the data, owners and management rhythm needed to sustain the change.
What does organisational transformation at Lemur Media cover?
Lemur Media runs transformation in three stages: a Diagnostic, pilots with success measures, and organisation-wide rollout.
- 01Goal and growth mapFinancial targets for 12–36 months and the growth levers from which all initiatives follow.
- 02Management rhythmQuarterly goals, weekly team reviews, a monthly board review and a single priority list.
- 03Data and metricsA metric tree from financial results down to teams, a metric dictionary and a management report.
- 04Processes and organisationDecision rights, process owners, vendor collaboration.
- 05AI as the engine of changeAI use cases selected by their impact on growth targets and rolled out through pilots with decision gates.
- 06HandoverThe organisation runs the system on its own; documentation, training and owners on the client side.
What outputs does the board receive?
| Output | Contents |
|---|---|
| Operating system map | Goals, growth levers, metrics, meeting rhythm and owners on one page |
| Initiative portfolio | Initiatives ranked by impact on goals, with decision gates |
| Management calendar | Meetings, participants, inputs and the decisions taken at each one |
| Handover plan | Capabilities and roles needed to sustain the system after the engagement ends |
How does the Diagnostic work?
The Diagnostic takes 2–3 weeks. Scope and price are agreed before the contract is signed and do not change during the work. It ends with a recommendation on next steps, which the board can carry out with us, on its own or with another partner.
- STAGE 1Interviews and dataInterviews with the board and 3–5 teams, a document review and data access within the scope agreed in the non-disclosure agreement.
- STAGE 2AnalysisAssessment using the Lemur OS method, testing hypotheses against data, and discussing preliminary findings with the client's responsible lead.
- STAGE 3RecommendationsA report, a 90-day roadmap and a board meeting at which we recommend a decision: pilot, programme, interim management or closing the topic.
How much time does this require from the client's team?
- CEO or board member as sponsor
- Area owners: sales, marketing, product, finance, operations
- Client-side coordinator (approx. 1 day per week)
Which indicators show progress?
- Achievement of quarterly goals
- Share of initiatives concluded with an on-time gate decision
- Time from escalation to decision on key issues
- Financial results against plan
When is this service not the right choice?
- Projects with a single, predefined technology scope, e.g. implementing a specific ERP system.
Related problems from the library
"We have a dozen growth initiatives and finish none of them"Method: Growth Strategy Map + Lemur OS
"After the acquisition, the two companies still operate separately"Method: Lemur OS + Operating model
“Projects stalled after the leader left”Method: Lemur OS
“Departments pursue their own goals at the expense of company results”Method: Lemur OS
“We lack a second line of managers”Method: Lemur OS + Operating model
“The reorganisation changed the structure, but not the way we work”Method: Lemur OS
“We introduced OKRs and nothing changed”Method: Lemur OS
"Our transformation is a list of projects without a common goal"Method: Lemur OS + Lemur Compass
“After the project ends, teams return to old habits”Method: Lemur OS
“Critical processes run on spreadsheets and e-mail”Method: Lemur OS + Data Value Chain
“We have dozens of SaaS tools and nobody knows what we're paying for”Method: Operating model + Data Value Chain
Materials in the Insights section
Template · 5 min
AI pilot: a pilot charter with a success measure, an owner and a decision gate
An AI pilot is a time-limited use of an AI solution in a real process, intended to measure the effect before a rollout decision. A pilot charter is a one-page document agreed before work begins: it defines what result will justify rollout, who will decide and by when. The article includes a list of charter fields, a completed example with calculated thresholds, how the decision gate works and common mistakes.Read →Analysis · 4 minDigital transformation as a company operating system: goals, rhythm, data and AI
Digital transformation is a lasting change in how a company sets goals, makes decisions, uses data, runs processes and develops capabilities, with technology and AI as the tools of that change. The article explains why we run transformation as a company operating system, what its components are and how to assess whether the initiative portfolio serves growth.Read →Guide · 4 minKotter's model: 8 steps of change in company transformation practice
Kotter's model is an eight-stage process for leading change in an organisation, described by John P. Kotter in Harvard Business Review in 1995 and developed in the book “Leading Change” (1996). The article covers the eight steps, a change plan template with artefacts, how to measure progress and the model's limitations.Read →Template · 4 minThe Prosci ADKAR model: five stages of individual change and an assessment template
ADKAR is a model of individual change developed by Jeff Hiatt, founder of Prosci. It describes five successive states an employee goes through when changing the way they work. The article includes a description of the stages, a team assessment template with a worked example, a comparison with Kotter's model and common mistakes.Read →Guide · 4 minHow to choose a transformation consultancy: criteria for the board
Choosing a transformation consultancy is a board decision that affects the outcome of the entire programme. According to a 2020 BCG study, 30% of transformations meet their goals, and according to Bain & Company in 2024, around 12% achieve their original ambitions. The article sets out eight criteria for selecting an adviser, a comparison of four types of support and questions worth asking before signing a contract.Read →Guide · 5 minOrganisational change management: stages, models and an implementation example
Organisational change management is a method for moving people, processes and systems from the old way of working to the new one, so that new habits outlast the end of the project. We cover the most widely used models, six stages of board-led change, the roles of the sponsor and change agents, a worked example of measuring CRM adoption and common mistakes.Read →Guide · 6 minMBB, Big Four or boutique? Types of consulting firms for transformation, ranked
A transformation consultancy can belong to one of five types: MBB strategy firms, Big Four networks, implementation integrators, boutiques and independent advisers, and interim managers. We compare the typical engagement, team model, strengths and limitations of each type, rank the types by company situation and provide a selection checklist.Read →Analysis · 7 minTransformation and AI statistics for Polish companies: 2026 data
We have gathered the latest verified AI statistics for Polish companies and data on digital transformation from Statistics Poland (GUS), Eurostat, the European Commission, the Polish Economic Institute (PIE), McKinsey, BCG, MIT NANDA, the World Economic Forum and Microsoft. Each item is a standalone sentence with a figure, the population studied, the year and the source name, so it can be quoted without context.Read →Frequently asked questions
- What is organisational change management?
- Organisational change management is the planned movement of people, processes and structures from the current to the target way of working, so that the change lasts after the project ends. Lemur Media combines it with organisational transformation into a single company operating system, drawing on Kotter's model and ADKAR, among others.
- How does an operating system differ from a programme of projects?
- A programme of projects has an end. An operating system is a permanent way of setting goals, making decisions and measuring progress that stays with the company after the engagement ends.
- How long does it take to implement an operating system?
- The first full quarterly cycle usually takes 3 months after the Diagnostic. Embedding the management rhythm takes two to three quarters.
- What role does AI play?
- AI accelerates change where it affects growth targets: in sales, customer service, product and data analysis. The choice of use cases follows from the growth map.