01 STEP TWO
Every team. Six pillars. One scale.
Every delivery team takes the same six-pillar Pillar Sprint, and every team is scored on a single comparable scale, so you can see not just where the organisation is weak, but which teams are weak and what the pattern has in common. It ends in a report your board can read without a translator.
02 WHAT YOU RECEIVE
Evidence, benchmarks and a plan, not a set of impressions.
The numbers
A Team IQ Score for every team
Each team scored out of 100, with sub-scores for all six pillars, so you can compare delivery teams, functions, sites or regions on the same scale. No team is scored on a curve; the scale is the same everywhere.
The pattern
Where the loss concentrates
The most useful output is rarely the average. It is the recurring constraint: the same missing outcome contract in five teams, the same decision forum sitting four levels above the information, the same rework loop nobody names.
The comparison · part of the corporate extras
An anonymised benchmark line
Your scores placed against our early benchmark cohort of comparable organisations, so a score of 58 has a context. The benchmark is small-sample and we label it as directional rather than definitive.
The plan
Training, exercises and a re-measure
Three days per team, for up to ten people, covering the six areas and the measurement technique for each. The exercises apply each area to the team's own work between sessions, and every team is re-scored on the same scale four weeks later for a written before-and-after.
03 HOW IT RUNS
Per team it is one of its own sprints, two weeks. Several teams run in waves.
Week 1, Scope, order and sponsor
Which teams are in scope, which run in the first wave, and what the board wants to see at the end. One session with the sponsor, one with the team leads.
Weeks 1–2, We sit in the team's own sprint
Planning, stand-ups, refinement, review and retrospective: the ceremonies the team already holds. We are watching how work, decisions and evidence actually move, which is where the scores come from.
Three days, Training across the six areas
For up to ten people per team. The days cover the six areas and the measurement technique for each, so the team can run its own measurements afterwards. They are not a working session on the team's live sprint or current activity: questions on your own specifics are welcome during the training, and the exercises apply each area to the team's own work between sessions.
Six weeks later, Re-measure, then the wider view
Every team re-scored on the same scale for a written before-and-after. Across the group, the corporate extras add the anonymised benchmark line, the dashboards, lead coaching and the board pack, and the retained partnership keeps the scores current afterwards.
04 PRICING
£9,500 + VAT a team, £8,650 from the sixth team
If you have already paid for a diagnostic session, that £1,200 + VAT comes off the first Pillar Sprint. The corporate extras, dashboards, lead coaching, the anonymised benchmark report and the board pack, are scoped in writing once we know how many teams are involved, and the retained partnership keeps the scores current afterwards.
05 QUESTIONS
What people ask before approving this
How many teams is this suitable for?
Between three and about thirty. Below three teams, a pillar sprint is more cost-effective. Above thirty, we run it in waves and compare across them.
How disruptive is it to delivery?
Two weeks of their own sprint, the three training days, and an hour to re-measure four weeks later. The ceremonies are the ones the team already holds, so nothing is added beyond the training days.
Will this produce a ranking of our managers?
No. Teams are scored, not individuals, and we do not attribute a team's score to one person. That is the entire point of the method, and it is what makes teams honest in the assessment.
What happens after the report?
Nothing is owed to us. The 90-day plan is written to be executed internally. If you would rather have us run it, that is the programme, and the diagnostic fee is credited in full against it.
Can it run alongside an active transformation?
Yes, and it is often the most useful time to do it, you get a baseline while the change is live, and a re-measure when it finishes.
06 NEXT
Start with a conversation about scope.
No proposal until we have seen enough to be specific. Tell us the number of teams and the concern, and we will tell you whether this is the right step or whether a smaller one is.