Please select your role in the list below, to understand the Benefits, Challenges and Services that we have for you.

For a more detailed understanding of the methodology (What is it? |Purpose | Why is it different? | Approach) see this page

Mlearn Methodology


We provide guidance and facilitation to improve or innovate the governance system, ensuring an effective business strategy deployment through self-directed teams and interactive workshops.

The governance system is designed independently of chart, which is adapted afterwards.

We deliver an executive assessment to define a customized improved program aiming the digital readiness and business transformation.


  • Increased guarantee to accomplish the strategy and its goals
  • Better preparation for digital transformation
  • Significant and sustainable improvements both in organisational performance and in employee engagement and well-being.
  • Elimination of the “silo thinking issue”
  • More effective implementation of the Business Strategy.
  • Increased agility adapting to external context changes.
  • More people and teams’ motivation
  • Increased efficiency
  • Reinforced sustainability of the management system
  • A more effective linkage between Business and IT
  • More effective knowledge management
  • Greater effectiveness in the strategic alignment and improvement of operational risk management.


 Strategy communication and control

  • Difficulty to understand the causes of the business strategy’s fails
  • Loosing of opportunities
  • Intangibility of projects’ return and their impact on business strategy
  • Shared responsibility for objectives, making difficult the accountability
  • Insufficient strategic alignment of the organization


  • Significant redundancy and inconsistency


  • Existence of several management systems with redundancy and semantic entropy
  • Quality systems not always up to date and not used effectively many times


  • Low productivity
  • Low commitment
  • Lack of motivation
  • Unsatisfaction with assessment and compensation systems


  • Reduced alignment between IT and the business
  • Non-effective demand management
  • Difficulties measuring the IT projects payback

Knowledge management

  • Knowledge loss, as it is not transferred to the organization
  • High degree of dependence from people knowledge

Operational risk

  • Low strategic alignment of risk management
  • Difficulties on defining risk responsibilities

Chief Human Resources Officer


We provide services to clarify the business strategy and decompose it into objectives and indicators to support the assessment and compensation systems.

An important output is the modeling of the organization into self-directed and organized teams.

The framework of organizational competences enables a more effective and aligned design of the people’s competences management system.


  • Significant and sustainable improvements both in organisational performance and in employee engagement and well-being.
  • Elimination of the “silo thinking issue”
  • More people and teams’ motivation
  • Increased fairness of assessment system due to the elimination of shared objectives
  • Effective behaviour change
  • Greater accountability
  • Best adaptation of employees to the culture of the organization
  • Better leadership support
  • Less resistance to change
  • Increased capability for innovation
  • More effective internal communication


  • How to ensure that everybody do the same understanding of the strategy.
  • How to ensure that the achievement of individual objectives makes the organizational ones and so the strategy happen.
  • How to ensure that the people assessment and compensation are directly related to the achievement of the objectives and its impact in the business strategy?
  • How to ensure that the individual objectives are not shared and based on service level agreements defined with the ones with whom they are related?
  • Difficulties in assuring behavior change
  • Silo thinking issue
  • Lack of collaboration
  • Lack of commitment
  • Little motivation
  • Overlap or omission of responsibilities
  • Resistance to change
  • No effective internal communication
  • Assessment and compensation system considered to be not fair enough

Chief Innovation Officer


Design of a governance system that includes the governance of Innovation, aligned with business strategy, based on self-directed teams, independently of the chart of the organization.

There is an organizational competence (a self-directed team) in charge of ensuring innovation culture and managing the innovation system. This team is not in charge of delivering innovative ideas or projects, but to foster and coach all the other teams to do it. Every team should innovate the services they deliver. Of course, this team should innovate the way they have to create conditions for the other teams be successful innovating.


Transformation of the organization into self-directed teams that play the role of innovation groups, fostering everyone to innovate.

Implementation of a collaborative governance system, based on workshops and on an effective strategic alignment of knowledge management.

The unique reference model of the organization is independent of the chart, determining an out of the box thinking environment.

Development of organizational innovation, strategic aligned, to facilitate and optimize the conditions for a more effective product, service, marketing and process innovation.

Increased people’s motivation and commitment.


Typical barriers to a successfully innovation:

  • Silo thinking constrains
  • Lack of motivation
  • Innovation too much focused on the product, in some departments, missing organizational innovation’s contribution.
  • Organizations are not taking the advantage of the full creativity of all people
  • Significant resistance to change

Chief Digital Officer


We deliver an executive assessment to define a customized improved program aiming the digital readiness and business transformation.

Development of a governance system based on self-directed teams, playing the role of collaborative innovation groups.

Clarification of the business strategy organizing interactive workshops, involving the board and senior directors.

Deployment of the business strategy through the self-directed teams and their internal organizational architecture structure, fostering the digital transformation in the whole organization.

The governance system is designed independently of chart, which is adapted afterwards.


Collaborative governance system imbedded in an innovation culture that facilitates the disruption of the business strategy, its communication and the necessary behavior change.

Design of a customized improvement program aiming the digital transformation, empowered by an international benchmarking.


Some confusion about buzzwords around digital transformation.

Difficulties in nominate someone in charge of digital innovation.

Many theoretical and general concepts and approaches difficult to apply in the organization.

Some fear about the impact on jobs.

Chief Organizational Development


Design of a new organization’s chart or adaptation of the existence associated to an innovative governance system, based on self-directed teams.


Elimination of the silo thinking issue facilitating the real consensus.

Effective strategic alignment of the organization.

Transformation of the group of organizational units into a collaborative set of self-directed teams, according to an organizational architecture.

Elimination of shared objectives, substituted by collaborative ones.

Service and system oriented organization increasing its agility.

Significant and sustainable improvements both in organisational performance and in employee engagement and well-being.

More people and teams’ motivation

Greater accountability

Better leadership support

More effective internal communication

Less resistance to change


Silo thinking issue

Difficulties in the accountability.

Redundancy and inconsistency.

Resistance to change

Difficulties to get consensus.

Reduced agility to grab new opportunities.

Chief Information Officer


Executive assessment of IT management considering IT and business a unique perspective.

Design of an improvement program aiming digital readiness, IT effectiveness, Data protection, Cloud adoption, Critical capability, and service management capability.

Design of a IT governance system imbedded in the corporate governance system and aligned by business strategy, based on self-directed teams.

Specification of information systems.


Increased perception of the value of IT for the Business transformation

Better conditions for the contribution of IT to the digital transformation

Effective strategic alignment of IT

More tangibility on the projects involving IT

Clear boundaries and responsibilities of IT management.

Less resistance to change

Innovation culture in the whole organization

Effective demand management

Increased quality of information systems specification


Difficulties to ensure an effective demand management

Difficulties to coordinate all the IT initiatives of the different organizational units

Overlap of responsibilities

No clear positioning in the digital transformation process

Chief Quality Officer


Design of a management quality system, imbedded in the unique management system, complying with ISO 9001:2015 and simultaneously aligned with business strategy.


A unique management system complying with all the normative referrals, avoiding the integration of several ones.

Effective use of the quality system by everyone.

Quality system kept continuously update easily


Existence of several management systems isolated or more integrated, determining redundancy, inefficiency and semantic entropy.

Difficulties in keeping the quality system update and effectively used.

Insufficient alignment with business strategy.

Chief Financial Officer


Design of a strategy and management control governance system

Guidance on the preparation of the business plan and budget

Alignment of the ABM system by business strategy


More effective strategy and management control

More tangible the return and payback of the projects

Clear understanding of the contribution of each project to the strategy

Effective accountability


Difficulties in getting consensus on the prioritization of the projects

Overlap of responsibilities making difficult the management of the GAPs

Silo thinking issue

Chief Risk Officer


Identification of operational risk points in the organization

Definition of the impact of the risks into the business strategy

Alignment of the risk management system


Effective alignment of the risk governance

More tangibility on the risks impact

More accountability on the risk management


Risk management system not completely aligned with business strategy

Reduced tangibility of the mitigation initiatives

Difficulties in the accountability of risk management.

Chief process officer


Alignment of operational business processes with business strategy

Design of organizational architectures

Design of business processes

Defining performance monitoring system of processes

Design of process governance system


Effective alignment of processes with business strategy

Effective process governance system

Faster improvement projects

More tangibility of improvement projects of processes

Unique modelling approach for the whole organization

Alignment of “as is – to be” approach by an global “ought to be” view


Dependency of business processes of the chart of the organization

Conflicts between process management and functional management

Operational view of processes overlapping the strategical one.

Mapping process projects taking too long

Project Manager Officer


Guidance on the preparation of the project portfolio


Alignment of the projects by business strategy due to their top down generation

Increased tangibility of the projects

Alignment of the projects with organizational architecture and processes

Effective stakeholder’s management

Prioritization of projects according to their contribution to the business strategy.

Effective transference of the knowledge generated by the project to the organization through the organizational competences.


Difficulties on the alignment of the projects with the business strategy

Difficulties no the prioritization of the projects

Conflicts with projects’ stakeholders

Difficulties on determining the return and payback of the projects