The problems we're built for.

Typical problems, plainly stated.

What goes in, what happens and what comes out.

Each example is a typical shape, not a client story. No organisation is named or implied. Timing depends on scope and is agreed before work starts.

1. 01Illustrative

   Turning fragmented reporting into live organisational intelligence

   Leaders make decisions from reports assembled by hand from several systems. Each takes days, arrives late and is argued over.

   Systems, Automation & Efficiency · Strategy & Transformation

   What we need from you

   • A sponsor who relies on the reports
   • Access to the source systems and current reports
   • Time with the people who build them

   What we do

   • Trace each measure to its source
   • Agree definitions and a single source
   • Automate the data flow
   • Build dashboards with their users

   What you receive

   • Measure register with agreed definitions
   • Automated data flow
   • A small set of working dashboards
   • Handover and documentation

   Your team's time

   Regular short sessions with report owners, and a sponsor available for decisions on definitions.

   What changes

   Reporting becomes current rather than retrospective, and time spent assembling it goes back into interpreting it.

2. 02Illustrative

   Moving from informal AI use to confident, governed practice

   Staff are using AI tools with no shared rules. Leadership is uneasy but doesn't want to ban something useful.

   AI & Emerging Technology · Capability, Change & Implementation

   What we need from you

   • A sponsor on the leadership team
   • Current policies and a list of tools in use
   • Time with a cross-section of staff

   What we do

   • Leadership diagnostic
   • Conversations on current use
   • Risk and readiness review
   • Use-case workshop

   What you receive

   • Current-use picture
   • Draft AI governance framework and policy
   • Two or three prioritised use cases
   • Roadmap and executive briefing

   Your team's time

   A few hours from the sponsor across the engagement, and short sessions with staff.

   What changes

   AI use becomes visible and guided, and the organisation can explain its position to its board, staff and stakeholders.

3. 03Illustrative

   Finding the duplicated work before automating anything

   A team feels overloaded, and the instinct is to buy another tool.

   Systems, Automation & Efficiency

   What we need from you

   • A team willing to show how the work really happens
   • Access to the systems involved
   • A manager who can approve process changes

   What we do

   • Walk the process end to end
   • Locate double handling and waiting
   • Redesign before automating
   • Build and test the remaining automation

   What you receive

   • Current and redesigned process maps
   • Friction register
   • Working automation where justified
   • The case for any further technology

   Your team's time

   Time with the people who do the work, plus a manager for decisions.

   What changes

   Fewer steps, fewer handoffs and a clear case for any technology that is still needed.

4. 04Illustrative

   Turning an approved strategy into a working roadmap

   A digital strategy has been endorsed, but it describes intentions rather than actions, and nobody is sure what happens first.

   Strategy & Transformation · Capability, Change & Implementation

   What we need from you

   • The endorsed strategy
   • The leadership team's time for prioritisation
   • Visibility of current projects and budgets

   What we do

   • Translate intentions into initiatives
   • Prioritise against agreed criteria
   • Assign owners and decision points
   • Support the first initiatives into delivery

   What you receive

   • Prioritised initiative list
   • Sequenced roadmap with owners
   • Light governance rhythm
   • First-quarter plan

   Your team's time

   Two or three leadership workshops, then a regular check-in with the owner of the roadmap.

   What changes

   The strategy becomes a plan people can act on, with visible progress and a clear basis for saying no.

5. 05Illustrative

   Rescuing a system rollout that didn't land

   A new platform went live, but usage is low and old workarounds are creeping back.

   Capability, Change & Implementation · Systems, Automation & Efficiency

   What we need from you

   • Access to users and usage information
   • The system owner and configuration team
   • Support from the sponsor to change what isn't working

   What we do

   • Talk to users about why
   • Fix process and configuration friction
   • Rebuild training around real tasks
   • Support a second rollout

   What you receive

   • Adoption diagnosis
   • Configuration and process fixes
   • Task-based training and guides
   • Adoption measures and handover plan

   Your team's time

   Time with users across teams, and the system owner working alongside us.

   What changes

   The system becomes the normal way of working, and the investment starts to pay back.

The documents that land on your desk.

Illustrative outlines of typical deliverables. Not client material. Contents are shaped to each engagement.

• Sample outline. Not client material

  AI readiness and governance

  1. 01Current useHow AI is actually being used today, by whom and for what.
  2. 02ReadinessData, systems, people and policy: what is in place and what is missing.
  3. 03Risk and governanceThe main risks, and a draft framework for responsible use.
  4. 04Priority use casesTwo or three worth doing, with the reasoning for each.
  5. 05RoadmapWhat happens first, who owns it and what needs deciding.
  6. 06Executive briefingA short summary your leadership team or board can act on.

  A governance and capability review, not a legal or compliance audit. Legal questions are referred to your advisers.

• Sample outline. Not client material

  Digital efficiency review

  1. 01Process mapsA small number of core processes traced end to end.
  2. 02Friction registerDuplicated entry, handoffs, waiting and workarounds, located and described.
  3. 03Systems overlapWhere tools duplicate each other or don't connect.
  4. 04OptionsProcess fixes first, then automation, then new technology only where justified.
  5. 05Prioritised roadmapRanked by value, effort and risk.

  Findings are yours to keep and act on, with or without us.

• Sample outline. Not client material

  Strategy to roadmap

  1. 01Problem definitionWhat needs to change, and what should stay.
  2. 02InitiativesPrioritised, with owners, sequence and decision points.
  3. 03Governance rhythmA light cadence for reviewing progress and saying no.
  4. 04First movesWhat starts in the next quarter, and how you'll know it's working.

  Written for the people who will deliver it, not only the people who approve it.

Different sectors. The same questions.

Businesses

Systems that have not kept pace with growth, and leaders who need an AI position.

Professional services

Non-billable effort, client expectations about AI and knowledge trapped in inboxes.

Not-for-profits

Reporting to many funders, stretched teams and systems bought but not adopted.

Local government

Approved strategies that stall in delivery, and processes shaped by accountability.

Membership and community organisations

Member data across systems that disagree, and volunteers who need things simple.

Working in education? That is the work of Digital Attitudes.