Validated practice
Enough evidence exists to decide what to preserve, adapt or expand.
Consolidation · 1–2 quarters
Make improvement depend on the system.
We extend proven capabilities, strengthen internal leaders and leave governance that sustains evolution.
- 1–2 quarters
- Internal capability
- Explicit governance
Consolidation · 1–2 quarters
- Understand
- Design
- Activate
When it fits
Does this path fit?
Check where it helps and where another intervention would be more appropriate.
When proven capability needs sustainable expansion.
Consolidation works from a real foundation; it does not scale an untested hypothesis.
Broader reach
Capability must move to other teams, roles or workflows without losing controls.
Pending autonomy
Internal leaders, governance and an owned improvement cadence are still needed.
A broad rollout before usefulness and governability are proven.
No sponsorship
Cross-cutting capability cannot be consolidated without protected decisions and time.
No foundation
If the case remains vague, Takeoff or Traction is the appropriate starting point.
Technology only
This is not a platform migration isolated from people, process and evidence.
Systemic diagnosis
Before extending, we verify what capability truly exists.
For each priority front, we review value, use, limits, dependencies and transfer conditions.
Capability
What the team can do today, how consistently and under which conditions.
Portfolio
Which cases deserve continuity, what they depend on and what should wait.
Governance
Who decides, who maintains, how it is reviewed and when it stops.
Ambassador Coach
The coach steps back as internal capability grows.
They guide sponsors and internal leaders, model practices and progressively transfer facilitation.
Orchestrate
Connects decisions, dependencies and evidence across agreed workstreams.
Develop
Prepares internal leaders to facilitate, review and improve autonomously.
Step back
Reduces dependency against transfer criteria, not an isolated date.
One or two quarters
Consolidate first. Extend only when evidence supports it.
The second quarter is an agreed decision, not an automatic extension.
Align
Start · Confirm capabilities, sponsorship, portfolio, dependencies and close criteria.
Consolidate
Quarter 1 · Stabilize accelerators, practice, owners and governance within the agreed scope.
Extend
Optional quarter 2 · Adapt capabilities to new areas after meeting the evidence criteria.
Transfer
Close · Validate autonomy, document decisions and activate the internal improvement cadence.
Deliverables
A capability system the client can govern.
Working documents remain useful because they have owners, decisions and review.
Priority portfolio
Cases, outcomes, dependencies, limits and investment criteria.
Accelerator architecture
Reusable components, integrations, controls and evolution rules.
Governance model
Roles, decisions, cadences, risks and continuity criteria.
Living operating guide
Practices, evidence, exceptions and guidance for internal leaders.
Entry and close
Consolidation starts with evidence and closes with verifiable autonomy.
To begin
- Previously tested capability or case
- Sponsorship and owners confirmed
- Portfolio, access and limits prioritized
To close
- Agreed capabilities operate under defined criteria
- Internal leaders and governance run their cadence
- Dependencies, open issues and next horizon documented
Boundaries
- Quarter 2 requires explicit progress criteria
- Adoption is not promised by decree
- Cases are not published without authorization
Frequently asked questions
What you need to know before moving forward.
Why one or two quarters?
The first quarter consolidates the agreed system. A second is activated only when evidence justifies it.
Does it develop internal ambassadors?
Yes, when governance requires them. Internal leaders practice on real cases and take responsibilities.
Does MetodologIA keep operating after close?
To transfer the agreed capability. Any later guidance is a new explicit scope.
How do you avoid scaling mistakes?
Every extension requires usefulness, permissions, an owner and enough evidence.
Third horizon
Consolidate what works before multiplying it.
Let us review current capability, the portfolio and conditions for sustainable transfer.