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  <title><![CDATA[Amplitude One]]></title>
  <link>https://amplitudeone.com/</link>
  <description><![CDATA[Amplitude One is a Lisbon-based management consultancy specialising in operational diagnostics, strategy, and change programmes for mid-sized companies in Portugal and Europe.]]></description>
  <language>en</language>
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    <title><![CDATA[What to Expect from an Operational Diagnostic]]></title>
    <link>https://amplitudeone.com/notes/operational-diagnostic-what-to-expect.html</link>
    <guid>https://amplitudeone.com/notes/operational-diagnostic-what-to-expect.html</guid>
    <description><![CDATA[The term 'operational diagnostic' gets used loosely in consulting. Some firms use it to mean a two-day workshop. Others use it to mean a six-month transformation programme. At Amplitude One, it means a specific four-week process: structured interviews, time-and-motion sampling, benchmarking, and a ranked findings report. This article describes what that looks like from the client's perspective.]]></description>
    <pubDate>2026-05-15</pubDate>
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  <item>
    <title><![CDATA[Strategy Clarification Is Not Strategy Creation]]></title>
    <link>https://amplitudeone.com/notes/strategy-clarification-vs-strategy-creation.html</link>
    <guid>https://amplitudeone.com/notes/strategy-clarification-vs-strategy-creation.html</guid>
    <description><![CDATA[When a leadership team says they need a strategy, they usually mean one of two different things. The first is that they genuinely do not know where the organisation should be going. The second, which is more common, is that they have a direction but cannot get the organisation aligned around it. These are different problems and they require different interventions.]]></description>
    <pubDate>2026-03-20</pubDate>
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    <title><![CDATA[Why Organisational Change Fails: Three Root Causes]]></title>
    <link>https://amplitudeone.com/notes/change-management-resistance-root-causes.html</link>
    <guid>https://amplitudeone.com/notes/change-management-resistance-root-causes.html</guid>
    <description><![CDATA[Change programmes fail at a high rate. The reasons given are usually cultural: 'the organisation resisted', 'people were set in their ways', 'leadership did not commit'. These explanations are not wrong, but they are not specific enough to act on. After working through change programmes in financial services and logistics organisations in Portugal and Spain, we have identified three root causes that account for most of the failures we have seen.]]></description>
    <pubDate>2026-01-08</pubDate>
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  <item>
    <title><![CDATA[How Fixed-Fee Consulting Works and Why It Matters]]></title>
    <link>https://amplitudeone.com/notes/fixed-fee-consulting-how-it-works.html</link>
    <guid>https://amplitudeone.com/notes/fixed-fee-consulting-how-it-works.html</guid>
    <description><![CDATA[Fixed-fee consulting is not complicated in principle. You agree on a scope, you agree on a price, and the price does not change when the work is done. In practice, it requires a level of upfront precision that most consulting engagements skip. That precision is, in our view, the most valuable part of the model.]]></description>
    <pubDate>2025-10-14</pubDate>
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    <title><![CDATA[When a Board Advisory Retainer Makes Sense]]></title>
    <link>https://amplitudeone.com/notes/board-advisory-retainer-when-you-need-one.html</link>
    <guid>https://amplitudeone.com/notes/board-advisory-retainer-when-you-need-one.html</guid>
    <description><![CDATA[Most consulting engagements are project-based: a defined problem, a defined deliverable, a defined end date. The Board Advisory Retainer is different. It is a standing relationship with a senior consultant, structured around two sessions per month and unlimited written Q&A. It is not appropriate for every organisation, and we are specific about when we recommend it.]]></description>
    <pubDate>2025-08-22</pubDate>
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