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Scale Notes

I’ve been noticing how often organizations ask for transformation without changing the conditions people are operating in. When priorities are stacked and attention is already fragmented, even meaningful change can start to feel like one more thing to carry. And it's so rarely because people don’t care, but because there’s no room to absorb it. The system is already full. In moments like this, the question isn’t whether the idea itself is good. It’s whether the system around

I keep noticing how often teams are operating on a set of assumptions that were never fully named. Early on, this can feel like a strength as you move fast and vibe with your new colleagues. There’s shared context, a lot of trust, and an unspoken sense of what needs to happen next. Pausing to spell everything out can feel unnecessary, or even counterproductive, so people keep moving without a clear organization design. For a while, this works quite well. Over time, though, th

In fast-growing companies, decision-making can quietly become the biggest tax on progress. Ask ten people who makes the final call on a given issue, and you’ll get ten different answers. Some decisions get kicked upstairs. Others are made twice. Most just… stall. As your organization becomes more complex, unclear decisions become more costly. Decision Altitude helps leaders clarify ownership at four distinct levels. It is a simple, scalable framework that is designed to keep

After a major merger, leadership faced the challenge of bringing together employees spread across regions, offices, and distinct...

A global organization with more than 100,000 employees operating across 70+ countries was struggling with fragmented people systems. Job...

A rapidly scaling organization had reached a breaking point. Headcount and initiatives had grown quickly, but so had bureaucracy. Strategic choices were concentrated at the central office, leaving delivery teams caught in bottlenecks and disconnected from decisions that directly shaped their work. Longstanding “sacred cows” slowed progress, and the agility that once defined the organization was slipping away. Andes’ Role We worked with the executive leadership team to redes