The activation — 120 days

One process.
One floor. One number.

Demonstration earns conviction faster than description. The activation takes a single process, instruments it end to end, and puts a continuous capability trajectory in front of the people who own the outcome.

Everything learned on the first floor is reusable on the next. There is a decision gate at day 90 — before anything scales, and before anyone is asked to commit further.

Scope an activation →What Work Intelligence is

Zero SLA disruption · no incentive changes · decision gate at day 90

1Process
to begin
30Days to
first baseline
60Days to live
readiness report
90Decision
gate
The sequence

Sense. Build. Activate. Scale.

01DAYS 1–30 · SENSE
Map the signal
  • Map every signal an individual generates in one process
  • Enable data access — in writing, day one
  • Connect the first dataset
  • Capture the baseline before anything changes
  • Deliver the 30/60/90
What it costs you to skip it

Without a baseline captured before anything changes, every later number is contested. This is the cheapest thirty days in the engagement and the one most often compressed.

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02DAYS 31–60 · BUILD
Lock the ontology
  • Competency model translated into observable indicators and anchors
  • First labelled set calibrated under protocol
  • First capability model or agent live on one leader’s teams
  • Weekly readiness report in frontline leaders’ hands
The thing that slips

Ontology lock. Teams want to keep refining indicators. Locked and imperfect beats open and elegant — the learning loop corrects it from here.

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03DAYS 61–90 · ACTIVATE
Put it in the work
  • Proactive nudges running inside existing tools
  • Assessment layer live for the leadership cohort
  • Weekly 30-minute reviews with operations and people leadership
  • Corrections feeding back as new signal
Where conviction actually lands

Not the readiness report. The first time a frontline leader acts on a nudge, sees it work, and tells another leader without being asked.

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04DAYS 91–120 · SCALE
Read the value
  • Value read-out with operations, people and finance
  • Decision gate
  • Roadmap for the next three processes
  • Every artefact already handed over, weekly
What the gate decides

Scale, stop, or re-scope — on the floor’s own numbers, with finance in the room. A roadmap built on anything softer does not survive the next budget cycle.

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Day 0 · tap a phase to expand
The single precondition

Data access from day one, agreed in writing. It is the one thing that determines whether 120 days is enough. Everything else — tooling, stack, model choice — is negotiable and swappable. This is not.

Guardrails

What does not change during an activation.

Service levels
Zero disruption to SLAs or existing quality processes. The floor does not learn a new tool.
Incentives
No change to how people are ranked, rewarded or measured while the activation runs.
Ownership
Every artefact handed over weekly, inside the client’s own tools. Nothing is held back as leverage.
The gate
A decision at day 90. Scale, stop, or re-scope — on evidence, not on momentum.

The activation is priced against cost avoided on one floor — attrition, ramp and re-work — which means it buys on an operations budget rather than a learning budget. That distinction is usually what determines whether it happens this quarter or next year.

Who is in the room

Sponsor, carrier, floor, read-out.

Sponsor

L&D / OD

Owns the programs the intelligence reinforces, and curates the ontology once it is built.

Carrier

CHRO

Carries the assessment surface and the people-side mandate across functions.

Floor

Process & delivery leadership

Owns the outcome being measured. Process director and associate director run the weekly loop.

Value

Technology & finance

Technology hosts and secures; finance validates the number at the day-120 read-out.

One floor first.

If the diagnosis says the constraint is structural rather than a measurement gap, the activation is the wrong instrument and I will say so before it starts.

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Scoping runs through EXLPRS