For organisations
Help the people who matter see what your organisation can really do.
You may already know there is more capability in the organisation than the market sees.
The harder question is what you can credibly claim.
Which opportunities are genuinely worth pursuing, and what inside the organisation needs to change before you can deliver on them?
We bring the evidence, market context and internal reality together so those decisions become clearer, then build the positioning, priorities and practical tools required to act on them.
Six stages that strengthen your organisation, and leave it able to carry the work forward.
The Systems Shift Method is Lockwood Advisory's method for helping an organisation understand the role it can credibly play, remove what prevents progress and carry the work on without depending on outside advice. Lockwood Advisory leads the strategy and judgement; The Legacy Impact Studio builds the evidence, positioning and delivery around it. Choose a stage on the map to see what happens, what you leave with and who carries each part.
Three tools hold the evidence, and the judgement stays with people.
Industry Assessment, Organisation Assessment and Funding Pathways are Lockwood Advisory’s tools, and each supports one stage of the method. They organise and test the evidence, while the judgement and the decisions stay with the advisers and with you. Choose a tool to open the stage it belongs to.
Much of this work is delivered with Lockwood Advisory, and each engagement sets out who does what.
Lockwood Advisory is the advisory practice led by Nicole Lockwood. Before the work starts, we agree which parts each practice carries and which decisions stay with you.
Strategy and advice
Leads the strategy, interpretation and recommendations, using its Systems Shift Method and its assessment tools: Organisation Assessment, Industry Assessment and Funding Pathways.
Research, platforms and materials
Contributes the research and evidence, the platforms that hold it for review, relationship mapping, written and visual materials, and quality control.
Context and decisions
Brings the context and the people, makes the decisions and leads any pursuit. Outreach, introductions and negotiation are only included where agreed.
Bring the question you are working through.
A first conversation with Scarlet looks at the question, its context and whether we are the right help. If it makes sense to continue, you agree the scope, responsibilities and fees in writing before any work begins, covering only the stages you need.
Site report · The Systems Shift Method · Lockwood Advisory
- 01
- 02
- 03
- 04
- 05
- 06
Stage 01 of 06Commission
Commission the right problem
What do we want to achieve, and what will success look like?
What happens
There is often a shared sense that something needs to change, and several views of what it is. This stage turns that into one agreed question and settles who sponsors the work, what evidence we can see and what needs careful handling.
What you leave with
A commission brief, an evidence request, a proposed method and scope, and a clear decision to go ahead, reshape or stop.
Where it stops
This stage agrees the work and the question it answers. The assessment itself begins in stage 02, once you decide to go ahead.
Who carries what
- Lockwood AdvisoryFrames the decision and agrees the scope.
- The Legacy Impact StudioPrepares the evidence request and the method.
- Your organisationThe sponsor, the question and access to people and documents.
Site report · The Systems Shift Method · Lockwood Advisory
- 01
- 02
- 03
- 04
- 05
- 06
What is happening around the organisation, what it can evidence and where it can credibly play: sources, claims, gaps and contradictions brought together in one view you can make decisions from.
A Lockwood Advisory tool, used inside the engagement.Stage 02 of 06Reveal
Reveal what is actually true
What can we credibly claim?
What happens
What your people say, what your documents show and what the market is asking for rarely line up neatly. We bring them into one view, keeping evidence, perception and adviser judgement apart so you can see which is which.
What you leave with
An evidence base, a clear picture of what you can show and where it counts, a baseline, and the gaps, contradictions and blocks that matter.
Where it stops
It establishes what can be claimed, with survey answers as one source among several, never a score on their own. What to do about it comes in the stages that follow.
Who carries what
- Lockwood AdvisoryInterprets the wider system and what the evidence means.
- The Legacy Impact StudioRuns the research, evidence extraction and synthesis.
- Your organisationAccess, documents, interviews and validation.
Site report · The Systems Shift Method · Lockwood Advisory
- 01
- 02
- 03
- 04
- 05
- 06
The internal conditions that help or hold back progress, from direction and decision rights to capacity and follow-through, read across leadership and delivery teams.
A Lockwood Advisory tool, used inside the engagement.Stage 03 of 06Realign
Realign the organisation around progress
What is getting in the way?
What happens
Sometimes the opportunity isn’t the problem. The organisation’s ability to act on it is. We look at where progress gets stuck: unclear decisions, competing ownership, stretched capacity, poor handovers or work that simply loses momentum between one team and the next.
What you leave with
The blocks that matter most, in order of priority, each with a recommended response and a named owner who will act on it.
Where it stops
It looks at how the organisation works, never at an individual’s worth or performance.
Who carries what
- Lockwood AdvisoryLeads the challenge and the realignment.
- The Legacy Impact StudioRuns the assessment and turns it into a clear picture.
- Your organisationCandid input, and the owners who will act.
Site report · The Systems Shift Method · Lockwood Advisory
- 01
- 02
- 03
- 04
- 05
- 06
Stage 04 of 06Reposition
Define a credible role and pathways
Where is the opportunity, and which relationships matter?
What happens
There are usually more opportunities in view than you can pursue well. This stage turns the evidence into a position others understand, then picks out the opportunities you are best placed to deliver, and the relationships that lead to them.
What you leave with
A positioning architecture, a decision brief, priority pathways, a relationship plan and a plan for the first 90 days.
Where it stops
The tools organise the evidence. The judgement belongs to the advisers, and the decisions on direction belong to you.
Who carries what
- Lockwood AdvisoryThe credible role and the final recommendation.
- The Legacy Impact StudioPositioning, language and the opportunity portfolio.
- Your organisationThe decisions on direction.
Site report · The Systems Shift Method · Lockwood Advisory
- 01
- 02
- 03
- 04
- 05
- 06
The funding, investment and partnership routes open to the organisation, matched to its role and prioritised by readiness and fit.
A Lockwood Advisory tool, used inside the engagement.Stage 05 of 06Activate
Activate priorities and transfer capability
What will we do next, and who will carry it?
What happens
Plans often lose momentum when the advisers leave, so this stage puts a small number of priority pathways into action, including funding and partnership routes, with your own people working alongside us until they can carry them alone.
What you leave with
Priority pathways under way, your own people leading them, playbooks and materials to continue with, and a first reassessment.
Where it stops
It covers a first set of priorities and the handover to your team. Introductions and outreach are included only where agreed.
Who carries what
- Lockwood AdvisoryBringing the right people together, teaching and handover.
- The Legacy Impact StudioMaterials, delivery, measures and the routine that keeps the work moving.
- Your organisationImplementation and relationship follow-through.
Site report · The Systems Shift Method · Lockwood Advisory
- 01
- 02
- 03
- 04
- 05
- 06
Stage 06 of 06Trace
Reassess, learn and steward
What has changed, and what should we decide next?
What happens
Markets move, people change roles and some opportunities close as others open. A regular review keeps the evidence and decisions current, measures progress honestly and resets the priorities.
What you leave with
Updated pathways, a record of what the work has contributed, decisions for the next quarter and clear triggers to continue, change or stop.
Where it stops
Reviews follow an agreed cycle, and any new build is scoped as its own piece of work.
Who carries what
- Lockwood AdvisoryThe leadership decision session.
- The Legacy Impact StudioRefreshing the evidence, measurement and the contribution record.
- Your organisationContinued operation, without depending on the advisers.