A practical first step
After an acquisition
Two organizations now need one clear decision path.
The problem
The financials are known. The decision path is not.
Two approval chains can keep running side by side after the transaction closes. Integration plans assume decisions will move at the speed of the plan. They move through the authority, review, and handoff structure that actually exists.
What one run shows
Start with one bounded decision pathway.
Ten minutes. One leader answers questions about how one decision actually moves. The result is a Decision Velocity score and band for that run, plus a plain description of the reported conditions most associated with delay.
This is a directional read from one participant, not an organization-wide finding.
What one team campaign adds
Compare participant evidence from both sides.
Run one campaign in a comparable unit on each side. The resulting participant evidence shows where the two groups report similar or different decision paths. Those differences identify places that need review during integration. They do not predict an outcome.
What comes after
Change one thing, then measure the same scope.
Run the same version against the same scope in about 90 days. A different score is a signal to examine alongside what changed. It does not by itself prove that the change caused the result. Repeat measurement belongs to the subscription. It is not required to begin.
Begin with ten minutes