PROOF OF CONCEPT · SEEKING HONEST FEEDBACK

We built something.
We want to know if it matters.

A working intelligence platform for the human side of enterprise transformation. Built by an I/O psychologist. Grounded in 102 years of research. Looking for 50 people to tell us if we got it right.

✦ No pitch · No subscription · No follow-up unless you want one

Built by someone who has been in the room

I spent 12 years working on large-scale organisational change inside mid-market enterprises. I sat in the rooms where transformation decisions were made. I watched programmes that had every technical advantage fail — not because the technology didn't work, but because no one could see what was happening to the people carrying it forward until it was too late.

The intelligence existed. It was in the diagnostic data, in the research evidence, in the human signals that experienced practitioners learn to read. But there was no tool that made it visible to the leader at the moment they needed it — before go-live, before the crisis, before the cost.

So I built one.

HumShift is a proof of concept. It is not finished. It is not polished. It is the most honest version of an idea I believe matters — that human capital intelligence should be as rigorous, as specific, and as actionable as any financial or technical analysis a transformation leader receives.

I am looking for 50 people who have been in those rooms to tell me if I'm right. That's all this is.

The HumShift Team
Industrial-Organisational Psychology · 12 years large-scale change · Mid-market enterprise transformation
478 peer-reviewed research patterns
102 years of organisational science
312 comparable programmes benchmarked
5 transformation dimensions
AI-powered intelligence engine
Built by an I/O psychologist

This is what your transformation looks like in HumShift

Not a survey. Not a framework. A live intelligence dashboard that shows transformation leaders which functions are ready, which are constrained, and where to deploy human capital — before go-live forces the decision for them.

HumShift Command Centre · Alpenklar AG · SAP S/4HANA Transformation
HumShift Dashboard
Sample programme data · 142 respondents · 81% confidence · September 2026 Live platform at humshift.netlify.app
STABILISE
Stability Gate Verdict
142
Respondents · 81% confidence
76%
Burnout risk · rising
78%
Stable go-live probability with action

The Function Heatmap — every function, every dimension

This is one page from the 44-page Executive Transformation Intelligence Report that HumShift generates. Every cell is a calibrated intelligence signal — not a survey score, not an engagement metric. A deployment decision.

SECTION 04 · ROLE / FUNCTION HEATMAP
Human capital conditions across all five functions
Alpenklar AG · September 2026
Function Leadership
Alignment
Manager
Enablement
Employee
Readiness
Change
Capacity
Adoption
Confidence
Finance Operations
● Critical
6572604562
Supply Chain
● Strong
7874727180
Manufacturing
● Elevated
6070504268
IT & Technology
● Strong
8278707480
Human Resources
● Moderate
6460584860
Strong (70–100)
Moderate (60–69)
Elevated (50–59)
Critical (0–49)
INTELLIGENCE FINDING
Excellent managers leading a workforce that has run out of capacity to follow them
Manager Enablement (70.8/100 — above peer benchmark) and Change Capacity (56.0/100 — below peer benchmark, two functions Critical) present the programme's central structural paradox. The managers are ready. The conditions around the people they are leading are not. This is not a training problem. It is a scope architecture problem.

The FIT Analysis — where leader style meets organisational reality

HumShift maps the leader's diagnostic profile against the organisation's conditions — finding precisely where the leader's natural approach is working and where it needs structural support. This is the analysis no consultant can produce and no AI without this diagnostic data can ground.

SECTION 07 · THE FIT ANALYSIS · ALEX MORGAN · CTO
FIT Score 62/100 · Leader Readiness 71/100 · Org Alignment 58/100
FLAG — Change Capacity: Leader velocity optimism in tension with organisational absorption reality
Leaders operating from a Social Learning framework characteristically calibrate their velocity expectations to the most capable learners in the room. Alex Morgan sees IT and Supply Chain succeeding and calibrates accordingly. The intelligence engine flags this because Finance Operations and Manufacturing are not in the same learning environment. The FLAG is not a leadership failure — it is a perceptual gap that the HumShift diagnostic can close.
DEVELOP — Reinforcement Cadence: Single highest-leverage development opportunity
Social Learning leaders who establish a structured reinforcement cadence achieve 34% higher sustained adoption at 90 days post-go-live than those who rely on organic reinforcement alone. The development target is specific and achievable: a 30-60-90 day reinforcement sequence for each function. This is not a behavioural change. It is an architectural addition to what this leader already does naturally.

Three paths — and what the research says happens in each one

Every HumShift report shows the leader exactly what the evidence says happens next across three scenarios. Not hypotheticals. Evidence-weighted projections from 312 comparable programmes.

SCENARIO A · ACT NOW
78%
Stable go-live probability · n=847 programmes
Implement the five deployment actions within 14 days. Finance Operations Change Capacity +12–18 points within 30 days. Burnout risk trajectory reversed. Wave 2 proceeds on original schedule. All five functions above threshold at go-live.
SCENARIO B · DO NOTHING
26%
Current trajectory · no intervention
Finance Operations enters go-live at 88–92% burnout risk. 34% increase in post-go-live error rates. 6.4-month Wave 2 delay. €873K–€1.3M human capital at risk. Estimated total cost: €2.1M–€3.3M.
THE FINANCIAL CASE
The five deployment actions that move from Scenario B to Scenario A cost: executive attention and approximately 80 person-hours. No additional budget required. The alternative costs an estimated €2.1M–€3.3M and begins the next transformation with a lower trust baseline than this one started with.

What 102 years of research says about the people in this programme

Every section of the HumShift report includes a Human Capital Intelligence page — grounding every finding in what the academic evidence says about the specific humans experiencing it. This is what makes HumShift different from every other transformation intelligence tool.

HUMAN CAPITAL INTELLIGENCE · FINANCE OPERATIONS
What the research says about the 26 people behind the 45/100 score
THE HUMAN REALITY
The 26 people in Finance Operations are not a 45/100 score. They are finance professionals whose expertise built this organisation's financial operations — and who are being asked to carry that expertise forward into a system that, right now, feels like it was designed to replace them. Ferrari (2026) calls what they are experiencing "identity disruption" — the collision between the professional self they built over years and the transformation that appears to be making that self obsolete. The most important thing leadership can do in the next 14 days is not to accelerate their training. It is to tell them, specifically and credibly, that their expertise is not being replaced. It is being carried forward.
BANDURA (1977) · SOCIAL LEARNING THEORY
Self-efficacy — belief in one's capacity to execute — is the primary mechanism through which behaviour change occurs. Finance Operations' current conditions are systematically depleting self-efficacy. The peer activation intervention restores it through the most powerful channel available: observational learning from a trusted colleague.
KAHNEMAN & TVERSKY (NOBEL 2002) · PROSPECT THEORY
Humans experience losses as twice as painful as equivalent gains. Every new process that replaces a familiar one is experienced as a loss. At the current velocity, Finance Operations employees are accumulating multiple losses simultaneously — without sufficient time to process each one before the next arrives.
YOUR TURN

Have you been in this room?
Tell us if we got it right.

Three questions. Two minutes. No pitch. No subscription.
Just honest feedback from someone who built this and wants to know if it matters.