Not everything moves at the same pace. Let’s find the same frequency.
Some teams race ahead, some are stuck, and the technology moves fastest of all. Across teams, management, business units and countries, I help them find a shared rhythm, cycle by cycle, until the technology is truly adopted and the change holds without me.
One at a time, deliberately. The first cycles of 2027 are being planned now.
In English or Dutch.
In pockets, it flies.At the edges, it slows down.
Some teams are already fast and aligned. The speed gets lost at the edges: between departments, between countries, and on the way to the people who have to use it. Meanwhile the world around them keeps moving.
Customers expect the same digital experience they get from the best apps on their phone.
The business saw a brilliant demo. The first version isn’t that promise, not yet.
The investment is made, and the return doesn’t show yet.
Technology takes unexpected turns, faster than any roadmap.
Teams carrying technical debt are asked to embrace AI at the same time.
The bill for AI tokens goes through the roof.
An ageing workforce, and four generations on the same floor.
Partners in your ecosystem, each with their own way of working.
Priorities cut across the planning, and there’s too much work for everyone.
The dashboard is green. The group chat says otherwise.
I know the road from business to technology. I understand the tech and read the data in the cockpit, the overview most organisations already have. But my real work is the conversation, especially at the edges. That’s how I ask the questions that make it sharp: this topic has been in the room several times, why is so little happening with it? Does that migration show up anywhere here? Are the right people involved in deciding what comes first?
That way what already works can spread, the red gets discussed too, and the group starts to carry what first stayed in the group chat.
The myth of instanttechnology adoption.
Inside Microsoft, I researched what I called the myth of instant technology adoption. Even then, the scorecard was green while the bigger picture stayed out of sight. Adoption happened in conversations, at its own rhythm.
It still does.
Four questions,every cycle again.
Every cycle follows the same four questions. The last one leads straight back to the first: that’s what makes it a rhythm, not a project.
The first two to three weeks. One-on-one conversations with leaders, with the people at the edges, and with the people who use what you build. I sit in on what’s already there, and read the plans and data you have.
Not a report, but a working session with your leadership. I put my view on the table as one perspective: what works and should spread, and where it gets stuck. Then the real question: do you recognise it, and what do you see that I don’t? Together we choose two or three focus points, and agree what this cycle has to deliver and how we’ll measure it.
Side by side, in your own rhythm: a shared backlog for the change itself, short regular check-ins, growing what works, loosening what’s stuck, and strengthening the people who carry it.
We measure the progress together, and decide what the next cycle should focus on. Then the loop starts again.
That’s Signal Seeking in motion.
Four sides,one change that holds.
A change only holds when it moves on every side at once. With Signal Seeking I read the signals on all four, and that’s where the outcomes land too.
I readWhat leaders believe, and whether business value really gets the attention.
A leadership table that sees the same picture.For instance an executive digital table: two days with leaders from several countries, agreeing what matters most and at what pace.
I readHow teams work together, where work waits, and what the end user experiences.
A rhythm that holds, and adoption you can see in the work, not just in the licence count.Planning sessions people want to be at, and teams that align across borders.
I readWhat works between people, what grates, what stays unspoken, and where the energy is.
The red gets discussed, and ownership is shared.In one organisation engagement rose from 6 to 8 in two years, and long-term absence fell by 4%.
I readHow decisions are made and reach the people doing the work, and where value leaks away.
One place where it comes together.For instance designing and starting an Obeya: one room where strategy, priorities, flow and data are visible to everyone who decides.
And through all four, the technology. Adoption is never won by a training alone: it’s won or lost on every side at once, often before anyone names it.
How Signal Seeking works →Proof,in context.
An advisory firm’s digital division, 1,700 open tickets. I led 30 people and coached 15 teams. In two years:
- 6 → 8Engagement
- −4%Long-term absence
- Top-down → sharedLeadership
An international IT services company, one strategy across marketing, HR, sales and delivery:
- 250Leaders at a two-day strategy summit
- 24Multidisciplinary teams
- 4C-level sponsors
Where it started: as a functional consultant I worked on user adoption, making sure the change held once the system went live. It’s still what I care about most.
One day first.Then we decide together.
Before a full cycle, one day with one team, or the teams that share one product. The pattern usually lives between them, not inside. You get the picture, and decide whether a cycle makes sense.
No year-long contract up front. After each cycle we measure progress together and decide what the next one should do.
We agree up front what the cycle has to deliver and how we’ll measure progress. A day rate, agreed per cycle. No surprises.
Before you get used to me. The aim is a rhythm that holds on its own, not a consultant who stays.
One Frequency at a time, so the work gets my full attention. The first cycles of 2027 are being planned now. Ask about the next opening.
Let’s talk.
Tell me where it doesn’t yet come together.
Not a pitch. Not a proposal.
Now booking for 2027. The conversation can start today.