What governance looks like

Tests marketing activity against the charter. Confirms that three of five active campaigns have no traceable connection to any declared strategic objective.

Surfaces that the marketing function is optimizing for engagement metrics rather than strategic outcomes. Detects a latent pathology: activity masking as progress.

Presents the trade-off: realign campaigns to objectives (slower output, higher relevance) vs. maintain velocity and accept strategic disconnection. Weights each against declared purpose.

Maps each project to declared strategic objectives. Confirms 4 projects trace directly, 5 trace loosely, and 5 have no traceable connection to any declared objective.

Reveals that the 5 untraceable projects originated from individual initiatives never vetted against the charter. Detects a significant pathology: governance bypass in project authorization.

Presents a tiered prioritization: protect the 4 aligned projects, evaluate the 5 loosely connected, and flag the 5 untraceable for justification or sunset. Weights reputational risk of each option.

Tests the integration thesis against current reality. Confirms the original synergy assumptions were based on functional overlap, not operational compatibility. The premises don’t hold.

Surfaces that the acquired entity’s operational identity was never acknowledged. The integration plan assumed absorption; the reality requires federation. Detects critical pathology: identity erasure.

Presents three models: full absorption (current failing path), federated autonomy (preserve identity, shared governance), or structured divestiture. Weights each against the combined entity’s declared purpose.

Tests current AI deployments against enterprise risk posture, data governance policies, and strategic objectives. Confirms 7 tools in use, 2 with no security review, 0 with governance oversight.

Reveals that adoption is being driven by individual productivity gains, not organizational capability development. Detects moderate pathology: innovation without integration.

Presents governance options: centralized approval (control, slower adoption), federated guardrails (speed with boundaries), or pause-and-plan (risk-averse, potential morale impact). Weights against both velocity and exposure.

Tests both narratives against available evidence. Confirms revenue growth is real but concentrated in lower-margin product lines. The sales narrative is technically true but epistemically incomplete.

Surfaces that commission structures incentivize volume over margin. The sales function is optimizing for its own metrics, not the enterprise’s. Detects significant pathology: functional optimization against enterprise interest.

Presents options: restructure incentives (correct the root cause, risk sales attrition), introduce margin floors (constrain behavior, preserve team), or accept compression as growth investment. Weights against 12-month viability.