Supporting service
Human capital management
Every practice we build needs people to run it. We set out the roles, skills and capacity it needs, compare them honestly with the people in place, and plan how to close the gap.
When it is needed
- A new PMO, governance office or change team with a mandate and no clear picture of who should staff it.
- An organization where a few people carry the knowledge of everything, and the rest wait for them.
- A leadership team planning growth, unsure whether to hire, develop or reorganize.
Why it matters
Practices fail most often for a reason nobody writes down: the people asked to run them do not have the time, the skills or the authority. The design was right; the capacity was never there.
Human capital work makes that visible before it hurts. It names the roles a practice needs, the skills each role calls for and the time each one takes, then looks at the people in place without flattery. The answer may be development, hiring, or a smaller design that fits the team that exists.
How we run it
The five stages of Fit-to-Maturity, and what each one does for this service. Read the method
Short cycles, each checked by your decision-maker, until it matches what you expect.
- 01
Map
We list the roles and skills the organization's practices need, meet the people who hold them, and set out the gap in capacity and in skills.
- 02
Fit
Roles sized to the work, a skills profile for each, and a plan to close the gap: who develops into what, what is hired, and what is simplified instead.
DesignPut it to workYou check itAdjust
Your decision-makerOn your side, with the final say. Accepts or redirects each step.Short cycles, each checked by your decision-maker, until it matches what you expect.
- 03
Run
The plan starts on real work: people step into their roles, development happens on the job, and we coach the first holders of new roles.
- 04
Hold
Managers own the development plans; we review the progress with them at the end of the first quarter.
- 05
Revisit
Each year, or when a practice grows or the organization changes: which roles are still right, and where the next gap will open.
What you are left with
- A map of the roles and skills each practice needs
- A capacity view: the time each role needs against the time available
- A development plan for each role holder
- Hiring profiles, where hiring is the answer
- A succession note for every role that depends on one person
Samples, shaped to each engagement.
The flagships it supports
- Flagship 02
PMO and portfolio management
A PMO set up and started to serve your portfolio rather than police it, a portfolio you can fund and staff, and project management when you need it.
Scores the dimension Portfolio and PMO
- Flagship 03
Change management
A change approach sized to the people who will live with the change, so it lasts after the project team has gone.
Scores the dimension People and change
- Flagship 01
Corporate governance
Decision rights, a board or committee rhythm, and the few documents that make decisions visible and followed.
Scores the dimension Decisions and governance
The other supporting services
Strategic management
A strategy the organization can state on a page and review in a quarter, with the choices it made and the ones it declined.
Organization development
How the organization grows its capacity to work and to change: structure, roles, teams and culture, developed with the people inside it rather than imposed on them.
Corporate transformation
A change to what the organization is: its structure, its ownership of decisions, its operating model, run as a sequence of changes rather than one program.
Digital transformation
The strategy, governance and change side of putting technology at the center of how the organization works, with the technology delivered through our partners.