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Your last transformation didn't fail. It was absorbed.

When a delivery problem keeps coming back, its cause is usually structural: how decisions, priorities and constraints are set up, one or two levels above the team. I find that cause, and say what to change first.

Something keeps coming back, and you can't see why The S.A.I.D. diagnostic 4 to 6 weeks You know what your people need to learn Training and certificates 7 programmes

Not ready to talk yet? Try the 12-question self-check, read the paper or play the 90-second game.

You may recognise this

  • The strategy is coherent at the top. It dissolves before it reaches the teams.
  • Teams optimise locally. The system takes the gain back somewhere else.
  • The training happens. The context that made it irrelevant stays untouched.
  • Roles exist on paper. Authority and accountability have quietly been separated.
  • Leadership aligns in the room. The organisation behaves differently outside it.

None of these is a failure of effort. Each is a failure of targeting: the fix went to the visible layer, and the structure stayed.

Beneath the symptoms, six conditions

Each one is a question about how the work is set up, not about how hard people try.

Decision authority

Is authority held where the relevant information lives?

Priority integrity

Do stated priorities hold when pressure rises?

Outcome visibility

Can the organisation tell activity from value?

Constraint transparency

Do real blockers reach the people who can remove them?

Behaviour under pressure

Do the operating principles survive when the stakes rise?

Structural load

Is the system asked to carry more than it can deliver well?

Same questions, two levels

Leadership and the teams answer the same questionnaire. Where their answers part, the distance is often the finding: the two levels are describing different systems.

  • 4 to 6 weeksfrom scoping to findings
  • 30 minutesper respondent, EN or RO
  • EUR 8,000per area, fixed fee
How the diagnostic works
Illustrative example: team and leadership views of the six conditions. The widest gap, on decision authority, is the finding. CriticalStrong Decision authority the finding Priority integrity Outcome visibility Constraint transparency Behaviour under pressure Structural load TeamsLeadershipIllustrative example

When the gap really is skills

Sometimes the problem is on the surface, and people need to learn something. Then I train them, on-site by preference: Process Communication Model, Lean Six Sigma, Design Thinking, agile role bootcamps, OKRs, Evidence-Based Management and leadership.

Participants receive a SkillScend certificate with a verifiable digital badge, issued through Accredible.

See the programmes

Read or play first

Figure from the paper: the cause sits above the team, the symptoms appear at team level.

The Structure Beneath the Symptoms

The full argument: the six conditions, the eight patterns they form, and a self-check for your own organisation. About 45 minutes.
Start screen of the game: a delivery ticket, a two hour fix, and five days.

Why Nothing Gets Fixed

A 90-second game about one of the six conditions. Nothing to install, no signup.

Bogdan Cernea

Bogdan with a workshop group, in front of walls covered in empathy maps and sticky notes.

Since 2013 I've worked with everyone from delivery teams to executive boards, at IBM, ING Hubs and LSEG among others. I'm also an associate consultant with Stanton Chase.

  • Certified PCM Trainer
  • Lean Six Sigma Black Belt
  • ICAgile Certified Professional in Agile Coaching
  • PAL-EBM (Scrum.org)

More about my work

One conversation, and a direct answer on whether I can help

The first conversation is free: about 45 minutes, online or in Bucharest, in English or Romanian.

[email protected]

Need something narrower than a diagnostic or a programme, such as a workshop, a review of how a team is set up, or a second opinion before a reorganisation? Tell me. I'll scope it and give you a fixed price.

No proposal before the problem is understood.