The organisation had introduced a new way of working to improve collaboration and delivery across teams. Early progress was uneven. Some teams engaged, others struggled to translate the model into daily work. Practices were applied inconsistently, and there was little structure around how the change itself should unfold over time.
We approached this as a system. Training created initial clarity by translating the model into simple, usable practices. Coaching then moved into the flow of work, supporting teams during planning, reviews, and execution, where habits are formed. Over time, a group of individuals stood out through how they engaged with the change. We brought them together as a community of initiators. They met regularly, worked through real challenges, and shaped how the new way of working evolved in practice.
This created a layer that carried the transformation forward. The initiators became a reference point across teams, sharing patterns, solving problems, and reinforcing new habits. The change started to move with more consistency. Teams operated with clearer rhythms, decisions became more grounded, and ways of working aligned more naturally. What emerged was a structure that could support the change over time, without relying on continuous central push.