When we fit, and don’t fit
Most leadership team work fails because it is the wrong intervention for the actual problem. KIVA is built for one specific situation. If your situation matches, we are probably the right call. If it does not, we will tell you, and we can usually point you to who is.
You'll probably find KIVA useful if:
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Strong individuals, often hired by you. Good in their own functions. Something happens between them that means the whole is less than the sum of the parts.
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A new operating model. A reorganisation. An off-site. A coaching engagement. A new methodology. A PMO refresh. The underlying drag has persisted.
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Cycle times are creeping, decisions feel slower, the forecast keeps moving, the roadmap keeps getting redone. You are worried the lagging indicator catches up.
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KIVA is not something you commission and step away from. The most senior person in scope needs to be in the room.
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Executive teams, divisional leadership teams, functional senior teams. Smaller and the dynamics are different. Larger and a different intervention is needed first.
You'll probably find KIVA isn't right if:
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If the question is "what should we do?", you need a strategy partner. KIVA assumes the strategy is broadly right.
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Coaches work with individuals, over months, on personal development. If one leader specifically needs support, a coach is the right answer.
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Big Four-style transformation engagements have their place when the change is enterprise-wide, multi-year, and involves system or process redesign. KIVA is the opposite shape.
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If the situation involves serious interpersonal conflict, formal grievances, or active failure, the right first step is internal HR or a specialist conflict mediator.
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If the most senior person in scope is not willing to engage personally with what comes up, the engagement will not work. We would rather not start than start in those conditions.