DAA Situations
What is happening in your organisation?
Choose the situation that feels closest to what you are seeing.
Situations are numbered because they are a set of situations. Services are not numbered in running copy.
01The programme is ending, but the business may not be ready to take over
You may be seeing unclear ownership, unfinished governance, unresolved responsibilities, weak receiving capability, incomplete measurement or decision rights that still sit with the programme.
Why it matters
a technically successful handover can still leave the receiving organisation unable to operate, govern or sustain the intended outcome.
Primary route
Related routes
Intelligent Change Transition | Value Evidence & Governance Handover | Value Optimisation Review
02The new behaviours may disappear when programme support withdraws
You may be seeing heavy dependence on change-team presence, uneven reinforcement, inconsistent role-based execution, returning workarounds or new ways of working that remain fragile under normal operating pressure.
Why it matters
if critical behaviours do not persist, process performance and expected value can deteriorate even when the technology remains live.
Primary route
Related routes
03Value evidence and governance may disappear with the programme
You may be seeing benefits reporting owned by the programme, measures with no enduring owner, dashboards without clear decision rights, fragmented evidence or no agreed review rhythm once the transformation team closes.
Why it matters
when evidence, ownership and decisions do not transfer together, value can become difficult to see and harder to govern.
Primary route
Value Evidence & Governance Handover
Related routes
Operational Readiness | Value Optimisation Review | Value Assurance Office
04Digital Adoption has become a tool function rather than an enterprise capability
You may be seeing a team dominated by platform administration, content production or fulfilment, with an unclear mandate, demand model, competency model, governance or connection to business value.
Why it matters
Digital Adoption can become busy without becoming strategically useful or sustainably embedded in the organisation.
Primary route
Digital Adoption CoE Design & Build
Related routes
DAA Sessions | Value Performance & Optimisation | Value Optimisation Review
05The organisation is live, but expected value is leaking
You may be seeing process friction, workarounds, behavioural variation, support demand, duplicated effort, adoption gaps, operational KPI underperformance or benefits that are eroding after go-live.
Why it matters
visible symptoms can come from different root causes. Acting on the wrong one can add activity without recovering value.
Primary route
Value Performance & Optimisation
Related routes
Value Optimisation Review when the question spans multiple domains or becomes materially broader.
06Adoption data exists, but its business meaning is unclear
You may have strong usage or interaction data but no agreed connection between adoption evidence and task, process, operational or business outcomes.
Why it matters
activity can be measured precisely without answering the executive question that matters — whether the organisation is achieving the intended outcome.
Primary route
Value Performance & Optimisation for a bounded domain
Strategic route
Value Optimisation Review for a broader enterprise value question
07The organisation needs a broader enterprise value diagnosis
The issue may span several transformations, investments, operating areas or competing value narratives, making it difficult to see where value is actually being created, constrained or lost.
Why it matters
a narrow intervention can be the wrong tool when the real problem is cross-enterprise prioritisation and executive decision-making.
Primary route
08The organisation needs continuing value assurance and governance
The baseline or priorities may already be understood, but the organisation needs an enduring rhythm for evidence review, executive assurance, governance and action.
Why it matters
value can drift when the mechanism for reviewing evidence and acting on it is temporary or fragmented.
Primary route