One method.
Two perspectives.
One method.
Two perspectives.
It starts with hearing from everyone: one of your most underused sources of proprietary insight.
It starts with hearing from everyone: one of your most underused sources of proprietary insight.
Your metrics show how the organisation is performing. Your teams know what drives it. This page explains how we identify causes and trace their effects.
Your metrics show how the organisation is performing. Your teams know what drives it. This page explains how we identify causes and trace their effects.
4 weeks
4 weeks
4 weeks
From teams’ insights to your roadmap
From teams’ insights to your roadmap
All-senior team
All-senior team
All-senior team
No junior consultants on your transformation project
No junior consultants on your transformation project
> 85%
> 85%
> 85%
Participation in confidential, anonymous interviews, compared with around 35% in a conventional survey
Participation in confidential, anonymous interviews, compared with around 35% in a conventional survey
2.2–6×
2.2–6×
2.2–6×
Documented ROI on identified opportunities, across engagements in the first half of 2026
Documented ROI on identified opportunities, across engagements in the first half of 2026
01 — OUR METHOD
01 — OUR METHOD
How we listen. How we analyse.
Listening · Aria
Our AI agent Aria invites every employee within scope to an individual, anonymous interview.
Where a conventional assessment relies on a sample, Aria covers the entire scope. Interviews take around 30 minutes per person, with this phase completed in three days. Each conversation documents bottlenecks, workarounds, dependencies between teams, opportunities not yet voiced and practices that already work. Anonymisation is built into the process to support the psychological safety people need to speak openly. Responses are consolidated, prioritised and cross-checked, ready for analysis.
Analysis · B-ADSc
A senior consultant takes over, using the B-ADSc method to structure their judgement.
Understanding an organisation starts with how its goals are interpreted, translated and sometimes distorted at each level of decision-making, before examining processes, tools or the organisation chart.
Spentia does not choose its clients’ goals; leadership retains that responsibility. Our role is to check whether those goals can realistically guide the organisation. Are they understood consistently? Do they align across levels? Do local decisions support the overall objective or quietly contradict it? Does useful information reach the right people, at the right time, in a form they can act on?
B-ADSc reconstructs this decision-making process. For each activity, it examines what is expected, how those expectations are understood, how much deviation is tolerated before action is taken, which signals prompt a response, which decisions follow and how accountability works. This is where much of the organisation’s decision debt builds up: the accumulated cost of delayed, unclear or misaligned decisions.
Once the purpose is aligned, we can rigorously examine how the work is done: processes, friction, tools, automation and AI. Without that clarity, optimising a process can simply make an inconsistency run faster. With it, friction becomes more than a list of symptoms: it reveals root causes in the decision-making process that can be addressed.
The sprint · four weeks
A structured process with a clear schedule.
Week one defines the scope, sponsors, useful documents and questions to address. Week two is dedicated to interviews. Week three analyses operational friction and automation opportunities in parallel, then brings the findings together in a workshop to validate them and make decisions over one or two sessions. Week four produces the deliverables.
How we listen. How we analyse.
Listening · Aria
Our AI agent Aria invites every employee within scope to an individual, anonymous interview.
Where a conventional assessment relies on a sample, Aria covers the entire scope. Interviews take around 30 minutes per person, with this phase completed in three days. Each conversation documents bottlenecks, workarounds, dependencies between teams, opportunities not yet voiced and practices that already work. Anonymisation is built into the process to support the psychological safety people need to speak openly. Responses are consolidated, prioritised and cross-checked, ready for analysis.
Analysis · B-ADSc
A senior consultant takes over, using the B-ADSc method to structure their judgement.
Understanding an organisation starts with how its goals are interpreted, translated and sometimes distorted at each level of decision-making, before examining processes, tools or the organisation chart.
Spentia does not choose its clients’ goals; leadership retains that responsibility. Our role is to check whether those goals can realistically guide the organisation. Are they understood consistently? Do they align across levels? Do local decisions support the overall objective or quietly contradict it? Does useful information reach the right people, at the right time, in a form they can act on?
B-ADSc reconstructs this decision-making process. For each activity, it examines what is expected, how those expectations are understood, how much deviation is tolerated before action is taken, which signals prompt a response, which decisions follow and how accountability works. This is where much of the organisation’s decision debt builds up: the accumulated cost of delayed, unclear or misaligned decisions.
Once the purpose is aligned, we can rigorously examine how the work is done: processes, friction, tools, automation and AI. Without that clarity, optimising a process can simply make an inconsistency run faster. With it, friction becomes more than a list of symptoms: it reveals root causes in the decision-making process that can be addressed.
The sprint · four weeks
A structured process with a clear schedule.
Week one defines the scope, sponsors, useful documents and questions to address. Week two is dedicated to interviews. Week three analyses operational friction and automation opportunities in parallel, then brings the findings together in a workshop to validate them and make decisions over one or two sessions. Week four produces the deliverables.
02 — TWO PERSPECTIVES
02 — TWO PERSPECTIVES
One set of interviews. Two perspectives.
We examine the same input from teams through two complementary lenses, within the same sprint, and bring them together in the same workshop.
Perspective 1 · the operational assessment
A map of operational friction.
Ten to 15 findings, classified as new insights, confirmations or refinements, each with an evidence level and priority. A causal map links each point of friction to its systemic origin and quantifies the most costly chain of effects. An impact–feasibility matrix identifies two to four priority workstreams. A quantified roadmap covers three horizons: freeing up capacity, strengthening the operating model and sustaining gains, with financial benefits, costs and ROI for each.
Perspective 2 · purposeful automation
A map of activities.
Activities within scope are mapped along two axes: fulfilling or burdensome, automatable or not. These create four quadrants: activities to augment, human value to protect, quick wins and work to simplify. The approach brings a different perspective to change management. The result is a 12–24-month automation roadmap organised around automation projects, changes to activities where human input creates substantial value, and innovation made possible by AI.
One set of interviews. Two perspectives.
We examine the same input from teams through two complementary lenses, within the same sprint, and bring them together in the same workshop.
Perspective 1 · the operational assessment
A map of operational friction.
Ten to 15 findings, classified as new insights, confirmations or refinements, each with an evidence level and priority. A causal map links each point of friction to its systemic origin and quantifies the most costly chain of effects. An impact–feasibility matrix identifies two to four priority workstreams. A quantified roadmap covers three horizons: freeing up capacity, strengthening the operating model and sustaining gains, with financial benefits, costs and ROI for each.
Perspective 2 · purposeful automation
A map of activities.
Activities within scope are mapped along two axes: fulfilling or burdensome, automatable or not. These create four quadrants: activities to augment, human value to protect, quick wins and work to simplify. The approach brings a different perspective to change management. The result is a 12–24-month automation roadmap organised around automation projects, changes to activities where human input creates substantial value, and innovation made possible by AI.
What sets us apart.
Five choices in our method that set Spentia apart from traditional consulting.
1. Organisation-wide interviews in 3 days.
No sampling. Aria interviews everyone within the agreed scope in 3 days, whether that means 20 people or 5,000.
1. Organisation-wide interviews in 3 days.
No sampling. Aria interviews everyone within the agreed scope in 3 days, whether that means 20 people or 5,000.
2. Senior human analysis, using B-ADSc.
2. Senior human analysis, using B-ADSc.
Demonstrated causal relationships, not correlations. Our experts use decision algebra to distinguish root causes from symptoms.
3. Control over your technology and data.
3. Control over your technology and data.
Data hosted in France. Strict compliance with the EU AI Act and GDPR.
4. A guaranteed four-week turnaround.
4. A guaranteed four-week turnaround.
Your action plan delivered in 4 weeks. Recommendations with estimated costs and benefits, priorities agreed with you, and a clear schedule.
5. Full traceability.
5. Full traceability.
Evidence, not assertions. Each conclusion is weighted according to how often it appears in the interview responses that support it.
What sets us apart.
Five choices in our method that set Spentia apart from traditional consulting.
1. Organisation-wide interviews in 3 days.
No sampling. Aria interviews everyone within the agreed scope in 3 days, whether that means 20 people or 5,000.
1. Organisation-wide interviews in 3 days.
No sampling. Aria interviews everyone within the agreed scope in 3 days, whether that means 20 people or 5,000.
2. Senior human analysis, using B-ADSc.
2. Senior human analysis, using B-ADSc.
Demonstrated causal relationships, not correlations. Our experts use decision algebra to distinguish root causes from symptoms.
3. Control over your technology and data.
3. Control over your technology and data.
Data hosted in France. Strict compliance with the EU AI Act and GDPR.
4. A guaranteed four-week turnaround.
4. A guaranteed four-week turnaround.
Your action plan delivered in 4 weeks. Recommendations with estimated costs and benefits, priorities agreed with you, and a clear schedule.
5. Full traceability.
5. Full traceability.
Evidence, not assertions. Each conclusion is weighted according to how often it appears in the interview responses that support it.
What sets us apart.
Five choices in our method that set Spentia apart from traditional consulting.
1. Organisation-wide interviews in 3 days.
No sampling. Aria interviews everyone within the agreed scope in 3 days, whether that means 20 people or 5,000.
1. Organisation-wide interviews in 3 days.
No sampling. Aria interviews everyone within the agreed scope in 3 days, whether that means 20 people or 5,000.
2. Senior human analysis, using B-ADSc.
2. Senior human analysis, using B-ADSc.
Demonstrated causal relationships, not correlations. Our experts use decision algebra to distinguish root causes from symptoms.
3. Control over your technology and data.
3. Control over your technology and data.
Data hosted in France. Strict compliance with the EU AI Act and GDPR.
4. A guaranteed four-week turnaround.
4. A guaranteed four-week turnaround.
Your action plan delivered in 4 weeks. Recommendations with estimated costs and benefits, priorities agreed with you, and a clear schedule.
5. Full traceability.
5. Full traceability.
Evidence, not assertions. Each conclusion is weighted according to how often it appears in the interview responses that support it.
LET’S TALK
An initial conversation with a partner
What decision would you like to make with greater clarity?
In a 30-minute conversation with a partner, we can clarify your challenge, the teams involved and what this approach could offer you.
Leave your contact details to arrange an initial conversation.
Prefer email? Write to us here
or get in touch on social media.
LET’S TALK
An initial conversation with a partner
What decision would you like to make with greater clarity?
In a 30-minute conversation with a partner, we can clarify your challenge, the teams involved and what this approach could offer you.
Leave your contact details to arrange an initial conversation.
Prefer email? Write to us here
or get in touch on social media.
LET’S TALK
An initial conversation with a partner
What decision would you like to make with greater clarity?
In a 30-minute conversation with a partner, we can clarify your challenge, the teams involved and what this approach could offer you.
Leave your contact details to arrange an initial conversation.
Prefer email? Write to us here
or get in touch on social media.
