See. Decide. Do.
Three connected pre-mortem instruments. SIGNAL reveals the leader under pressure. Strategic maps the coalition. Build tests the execution constraint. Together they produce the evidence your board and your build team can both act on.
Who you are under pressure.
The individual pre-mortem. Twelve decisions under consequence reveal the pattern a leader forms under pressure: where they decide well, where they over-index, and what shadow they will cast on the team pre-mortem. Eight archetypes, five dimensions, one credential.
Map the coalition. Name the killers. Build the fix.
The full team pre-mortem. The leadership team assumes the programme has failed twelve months from now, reflects independently, then ranks six to eight programme-killing risks by likelihood and damage. The output is a Coalition Map and a show-stopper risk card the team has named itself.
What your infrastructure can actually carry.
The execution pre-mortem. The technical team assumes the build has already failed and works backward to the constraint — governance, data, integration, or scaling — that will stop it first. The constraint fingerprint becomes the 90-day roadmap and the execution half of the Strategist Brief.
From pattern to picture to proof.
Each instrument runs a pre-mortem at a different resolution. SIGNAL exposes the individual leadership pattern that will shape the team's failures. Strategic combines those patterns and ranks the organisational risks. Build tests which execution constraint will kill the plan first. The brief refuses to generate until all three pictures are present.
46% intelligence. 54% judgment.
NORTH Autopilot research found that 46% of execution constraints can be auto-recommended from the diagnostic signal. The remaining 54% require human judgment — concentrated in governance, coalition, and leadership. The products work together so the machine handles the mechanical half and the strategist owns the load-bearing half.
Baseline. Sprint. Rescore.
The leadership team completes NORTH Strategic. The Coalition Map and ranked risks establish the first picture.
Thirty days of constraint reduction. Named owners. A sequence the organisation can actually carry.
The same team answers the same pre-mortem. The Delta shows dimension-by-dimension movement — or the absence of it.
The next sprint plan is built from what did not move, not from what moved. That is where the real constraint lives.
Proof is movement.
The next sprint is built from what did not move.