IRiS®
I am the proprietary methodology of Hermes Consulting, a system designed to bridge the gap between strategy and execution.
What I have learned by integrating scientific perspectives from diverse fields and testing them in the field for over twenty years is that only a system can change a system.
I work across 4 integrated dimensions
My approach in 3 phases
Align
I read the context, gather evidence, and pinpoint priorities, friction points and areas of alignment between culture and strategy. In this phase, I work with the Leadership Team to establish a common direction, shared decision-making criteria, clear roles and governance for the journey.
Activate
I bring change into daily work by engaging a broader critical mass and running workshops, leadership networks and operational practices. Here, strategy is translated into priorities, behaviours, practical solutions and the first observable signs of change.
Consolidate
I make new behaviours stable, scalable and part of organisational normality by developing new skills and updating management tools (appraisal systems, compensation, policies, etc.) to ensure consistency between what is stated and how the organisation actually works.
IRiS® modules
Mirror
I explore the current culture, opportunities, friction points and organisational aspirations through listening, interviews, focus groups and surveys. I provide a systemic snapshot and identify priorities for change.
Unica-Mente
I strengthen cohesion, trust and alignment within the Leadership Team. I help executive leadership operate as a cohesive single mind, capable of making consistent decisions aligned with strategic priorities.
ConVision
I turn vision and strategy into a shared meaningful framework, a single cohesive narrative that enables everyone to understand the purpose and direction. I engage managers, people and inclusive representatives to make change clear, participatory and actionable.
Grounding
I translate strategy into concrete action. Through Delivery Labs and Action Labs, I help cross-functional teams define priorities, untangle organisational bottlenecks, design solutions and test them in practice.
Re-Shape
I develop mindsets, skills and behaviours consistent with the new strategy and defined culture. I integrate leadership programmes, coaching, mentoring and transformative labs to support individuals and teams.
Resonance
I foster communication, engagement and alignment throughout the journey. I stimulate internal communication so it becomes an ongoing dialogue between leadership and staff through town halls and internal linker networks that facilitate storytelling, open discussions and shared rituals.
Light On
I keep change alive over time. I help the organisation embed new behaviours, values and practices into systems, rituals and everyday ways of working. I ensure alignment across all management tools that can reinforce cultural change through concrete actions (policies, compensation, MBOs, etc.).
Why IRiS: only a system can change a system
An organisation does not truly change simply because someone from the outside tells it what to do. It changes when it succeeds in shifting the way people think, decide, collaborate and create meaning together.
It is like an aquarium: if a fish is unwell, we can treat it, but if the water remains polluted, the problem will inevitably return. The same happens in organisations. We can train a manager, guide an individual, or introduce a new process, but if the relational, decision-making and cultural environment stays unchanged, the system will naturally pull everyone back to their old behaviours.
This is why we say that only a system can change a system.
Consider two companies receiving the exact same intervention: the same programme, the same tools, the same consultants. One changes profoundly; the other reverts to old habits within months. The difference does not lie in the intervention itself, but in the system’s capacity to absorb that input, transform it, and turn it into a new way of working.
Change cannot be imposed: it must be enabled. It does not stem from a single action, but from a new quality of relationships. Conversations, rituals, feedback, responsibilities, decision-making processes, and the way people listen to, recognise and act alongside each other all shift.
Our role is to create the conditions for this to happen. Not to replace the system, but to help it see what it produces, recognise what holds it back, and generate new possibilities from within.
For us, guiding change means relating to the organisation as a living system: not a machine to fix, but an organism to understand, activate and evolve.
Reference bibliography Gregory Bateson, Humberto Maturana, Francisco Varela, Ludwig von Bertalanffy.
What makes IRiS® unique
The results I deliver
- Greater cohesion within the Leadership Team
- Clearer priorities, roles and decision-making criteria
- Behaviours more aligned with strategy
- Stronger cross-functional collaboration
- More transparent, participatory internal communication
- Higher engagement and widespread accountability
- More measurable, sustainable and scalable change
