Every mission begins by understanding what is really going on — not what is supposed to be going on.
Reducing the risk of failure before committing budgets and mobilising teams. Three diagnostic missions to understand reality before transforming it.
Your plan is ready. Budgets are approved. Teams have been briefed. But do you have any means of knowing whether your organisation is genuinely capable of executing this plan — or whether it will simply go through the motions?
TRAME interviews all relevant stakeholders within 24 to 72 hours. Our consultants analyse the results and deliver a Distortion Score by management layer — the measured gap between what the executive committee has decided and what the field has understood and accepted.
Launching a transformation programme · New leadership taking post · Strategic plan to deploy
Before transforming a process, you need to know what it actually is — not what it is supposed to be. The shadow processes, the implicit rules, the friction points that your official procedures do not document.
TRAME surfaces what classical audits struggle to capture. Our consultants quantify the debt in lost FTEs and operational risks — including legal risks linked to gaps in contractual coverage.
Before an ERP/CRM deployment · Post-merger integration · Pre-acquisition due diligence
Your PDP project is under way. Your technical compliance for September 2026 is in sight. What your project does not prepare for: the reality of your invoicing processes at go-live.
The real deadline is not September 2026. It is Q1 2027 — when flux anomalies appear, when supplier lead times tighten, and when your accounting teams are overwhelmed by exceptions that nobody anticipated.
PDP project under way · September 2026 deadline for large companies and mid-caps · September 2027 for SMEs
Managing the gap between what is decided and what is actually happening. Maintaining ground-level buy-in and managing interdependencies in real time.
Programmes rarely drift on technical deliverables. They drift on ground-level buy-in, unanticipated interdependencies, and resistance that accumulates silently.
Our senior programme directors manage the gap between the plan and reality — not just the plan. TRAME continuously measures ground-level buy-in during execution, helping to anticipate certain blockers before they take hold.
Multi-function programme · Major IS overhaul · Post-merger programme · Transformation with strong change management stakes
Defining the scope and success conditions of a transformation before committing resources. Without mapping the organisational reality upstream, framing decisions rest on what leaders are prepared to say in a meeting — not on what is actually happening on the ground.
Our framing systematically integrates a TRAME audit of the real organisational state upfront. Decisions are made on reality, not on what managers are willing to share in a workshop.
New leadership · Major strategic decision to prepare · Complex programme to launch · Post-acquisition
Classical change management intervenes on assumed resistance — often after it has already crystallised. We intervene on real resistance, identified before any human intervention.
TRAME maps real resistance by population. Our consultants target effort where it is genuinely needed — and avoid treating imaginary resistance while ignoring the real thing.
Business tool deployment · Reorganisation · Directorate merger · Programme with strong human dimension
Understanding why the deployment is not producing the expected gains — and correcting without starting from scratch.
Your ERP is deployed. The official adoption rate shows 85%. And yet the expected productivity gains are not materialising.
What classical audits rarely identify: the shadow processes your teams have rebuilt to compensate for what the new tool does not allow them to do. They are not resisting — they are adapting. And nobody is measuring it.
Productivity gains below projections · Persistent resistance 6 months after deployment · Disappointing post-project audit
Financial due diligence reads the accounts. Operational due diligence reads the processes. Field due diligence reads the organisation as it actually is — what people do, what they say, and what they have stopped saying.
In an M&A context, what is not said is often the most important thing. TRAME surfaces it in a few days, at scale, with a neutrality that a human team cannot achieve in the same timeframe.
Pre-acquisition · Post-merger integration · New leadership arriving in an unfamiliar organisation
Tell us what you are dealing with. We will tell you honestly whether and how we can help.
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