Advisory · Consulting · Interim leadership · Basel
The structure fails first. The rest is a symptom.
Janovis finds where a change programme comes apart, then designs a plan your business can absorb. And when it helps, we take the seat until the work has landed.
Becoming Coherent
Two programmes. Same people, same budget. One is coherent, one is not.
Every move makes sense on its own. Nothing adds up to a whole, and no one can say why.
The Premise
Three Architectures. One foundation.
Programmes seldom collapse outright. They run out of sponsors, they hit a reshuffle, or they ship something that no one ends up using.
The break is structural, and it starts long before anyone admits it. By the time it shows up in a status report, you are looking at the symptom rather than the cause. So we start where it began, and work out where the structure gives way
01
Business Architecture
02
Enterprise Architecture
What the business runs on. Systems, data and the limits they place on what the organisation can credibly become.
03
Transformation Architecture
How you get from one place to the other. Order, timing, and how much change your people can take at once.
How We Work
Three ways to get the best outcomes.
Advisory, consulting and interim differ in scale, not in quality. Most clients start light and go deeper only if the problem earns it.
Advisory
A second opinion with nothing to sell you
Provide the clarity you need to make change work.
Counsel to a chief executive, a sponsor or a board on a change already under way. Set sessions, direct access between them, and a brief to say the thing the room is avoiding. Days a month, not consultants a week.
Board and sponsor counsel · Programme assurance · Transformation office design · Second-opinion reviews
Consulting
Design the change, not the target
Built with the people who will make it happen.
Scoped work with a clear outcome: a review across the three layers, a new operating model, or a set of programmes your business can absorb. We set out what goes first, what survives the quarter, and where the power to decide has to shift.
Target operating model design · Business capability design · Shared services and GBS · Process design and scaling · OKRs and KPIs · Digital and AI strategy
Interim
Someone accountable, not just available
Setting the foundations for business and talent success.
Programme director, change lead, or a seat that has no owner yet. We hold the role inside your reporting line for a set term, and prepare the new leader for success.
Programme director · Change lead · Head of transformation office · Post-merger lead · Fractional roles
The Practice
Small by design. Senior by default.
The person who wins the business is the person who delivers it. There is no pyramid to feed, no junior layer and no theatrics between you and the outcomes.
Founder & Principal
Dr Steven R. Partridge
Twenty years leading change inside large, regulated companies, plus a doctorate on why those programmes work or stall. You deal with me from the first call to the last.
I have led change at Novartis, Roche, Zehnder Group, HP and ThyssenKrupp, across Europe, the United States, India, Japan and China. My doctoral study followed one global programme across five service centres.
What it found was blunt: the ceiling on a programme is set by the state of the business around it, rather than by how hard the team works. That is why we start with structure.
Education
DBA & MSc., University of Portsmouth
Roles held
Certified
Lean Six Sigma Black Belt · SAFe Release Train Engineer · PXT Select
Published
Languages
Partners & Associates
Some jobs need more than one pair of hands. We bring in named partners who have done the work before, and we stay on the hook for the result.
The Method
Three practical ways to live transformation excellence.
Most companies ask you to take their approach on trust. Ours is written down, argued in the open, and free to run on your own business. It lives at itxf.com. Janovis is where it gets used.
The Framework
ITXF
ITXF is the framework: a way of assessing whether a transformation's architecture holds together, whether it performs, and whether anyone adopts it.
The Diagnostic
Where you stand
A short set of questions that shows where you currently sit, names the one constraint most likely holding you back, and sets out what usually moves an organisation up a rung on the maturity ladder
The Books
The Transformation Architect
A book series on why change breaks in the structure long before it breaks in the people. Published by SR Partridge Press.
The Difference
Everyone says they do the work. Few have studied why it fails.
Plenty of organisations will tell you they roll their sleeves up, and many of them mean it. Fewer can tell you, from real study rather than war stories, what makes a change land.
How it usually goes
— A target model, well drawn
— Advice handed to a team who were not in the room
— A steering group that reviews progress and decides nothing
— The job ends where the hard part starts
— A year later, the method gets the blame
How Janovis works
— A review scoped to one question, then it stops
— A set of moves your business can absorb
— Design done with the people who will live inside it
— Decision rights named, in writing, before anything moves
— We hold the seat through the hard middle of change
— A successor in place before we move on
The Evidence
Nearly four times
Change is nearly four times more likely to work when leaders model the behaviour they ask for.
McKinsey & Company
Nearly threefold
The gap in success rates between work with strong sponsors and work without is nearly threefold.
Prosci
The system, not the people
Doctoral study of a global shared-services programme found that what best predicted take-up was the state of the business around it.
Dr Steven R. Partridge, DBA
Questions we get asked
Straight answers, before you spend a call on them.
Do you run programmes, or only advise on them?
Both, and we contract them separately. Advisory is counsel to whoever is on the hook. Interim means we take the seat, inside your reporting line, with an end date. Most organisations stop at the advice. If you need someone to own the result rather than describe it, that is the interim job.
Is change management not just comms and training?
Which method do you use?
ITXF, and it is public. It reads a change across three layers, what the business does, what it runs on, and how it gets from one to the other, and it places a programme on a five-stage maturity ladder. The framework is at itxf.com, the short diagnostic is free, and the books set it out in full. You can test the method before you hire anyone, including us
How does a job start?
With a talk, and then a diagnosis. Before we scope anything we want to know what the strategy needs, who it hits, what your people are already carrying, and what you are measured on. That takes weeks rather than months, and it ends with a paper you can act on without us. If the diagnosis says you do not need us, we will say so.
What makes you different from a large consultancy?
You get the senior person on the work rather than on the pitch. The method is public and testable before you commit, which almost no company offers. And the job does not end at the point where the work gets hard. What a large consultancy gives you that we do not is scale. If you need forty consultants in six countries next month, hire one of them.
Do you also coach leaders and teams?
Yes, but under a separate practice and a separate contract. Coaching, team work and training sit at srpartridge.com, run by ICF accredited coaches. We keep coaching apart on purpose, because coaching rests on a promise of privacy that a consulting job cannot offer.
What do you get?
A diagnosis document: where the organisation is, across the three layers, with the evidence behind it. Yours to act on with or without us.
A sequence: first thimgs first: what starts, what survives the quarter, and what stops.
Decision rights, named in writing, before anything moves.
On interim: working to deliver, and find a successor who can do the job well before a handover.
How we Contract?
Advisory is retained: set sessions across a fixed period, with direct access to the advisor.
Consulting is fixed scope: one question, one result, fixed duration.
Interim is a day rate inside your reporting line, with an end date agreed at the start.
Who do we work for?
Most of the our work is in regulated industry: pharmaceuticals and life sciences, industrial manufacturing, busness services, technology and financial services.
Do you work with smaller companies?
We provide advisory and consulting to Start-Ups, Scale- ups and small to medium businesses who are looking to build a solid foundation for their strategy, business model and improvement programmes.
Start here
Tell us what is not moving.
A short call, no strings, and a straight answer on whether this is a problem we are right for. If it is not, we will say so and point you somewhere better.
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