Two ways in. One model.
Organisations arrive at Orgith with one of two questions, and they are not the same engagement. One fixes the organisation that exists. The other models the one that could. Both run on the same organisation model — which is why you can start with either and end up with both.
Improve the organisation you have
“Where does it leak today, and in what order do we fix it?”
Thirty-three pages of the organisation model each carry four tabs — what is true today, the target, the difference between them, and the route from one to the other. Every plan then lands on one board with a priority and a status. No agentic commitment required to start.
- In the room
- COO, department heads, programme managers
- The figures
- Factual — typed in by the people who do the work.
- Outcome
- An improvement programme you can execute on Monday.
Simulate the organisation you become
“What would the agentic organisation look like, and what does it pay back?”
Build a complete organisation and mark it a simulation. The staffing, the released capacity and the payback are computed from a rubric rather than generated, and every screen that carries them says out loud that they are modelled figures and not actuals. That is what makes it usable in a board room.
- In the room
- CEO, CFO, board, transformation sponsor
- The figures
- Modelled — labelled as such wherever they are read.
- Outcome
- A funded decision, and the route to the agentic end-state.
Which conversation are you in?
| A Improve the organisation you have | B Simulate the organisation you become | |
|---|---|---|
| The question | “Where does it leak today, and in what order do we fix it?” | “What would the agentic organisation look like, and what does it pay back?” |
| Who is in the room | COO, department heads, programme managers | CEO, CFO, board, transformation sponsor |
| The figures | Factual — typed in by the people who do the work. | Modelled — labelled as such wherever they are read. |
| What you walk out with | An improvement programme you can execute on Monday. | A funded decision, and the route to the agentic end-state. |
| See the improvement track | See the simulation track |
The Delta tab is the seam.
Every prose page in the organisation model carries the same four tabs. Current is where you are, and it is typed by hand. New is the target the AI writes — the same target the simulation is built from. Delta is the distance between them, and Plan is the route. Run one track and the other is already half-built, because both read the same organisation.
New feeds every report, the Crescith export and a company transfer, exactly as it always did. Current, Delta and Plan live in the app rather than in the exported reports — deliberately, so nothing about the existing exports moved.
- Current
- typed by hand · may be left empty
- Track A writes this
- New
- the target · generated · sign-off status
- Track B is built on this
- Delta
- needs both
- where the two meet
- Plan
- three horizons · needs the target
- Track A executes this
The same four pillars carry both.
A track is a route through the platform, not a different product. Model, Design, Deploy and Operate are underneath either one — the improvement track leans on Model, the simulation track runs the whole length.
See Role Assessor in action.
Book a demo with Wiemer — one conversation is enough to see whether it fits your organisation.