Organizations are gaining access to powerful new capabilities faster than many can reorganize work around them. Master Move studies what happens between the two: where a capability’s arrival ends and a change in organizational performance either does, or doesn’t, follow.
Organizations can measure deployment, usage, and increasingly even individual productivity. What’s harder is determining whether any of it translated into a business result that wasn’t there before.
We’re not assuming the answer looks the same across organizations, technologies, or timeframes. Part of what we’re studying is where and why it differs.
Whether the capability itself, and the data or systems it depends on, actually work the way an organization needs them to.
What people are still expected to know, decide, or catch, and whether they're equipped to.
How tasks, processes, and the sequence of work change when a new capability is introduced.
How incentives, governance, structure, and day-to-day management shape what happens.
What changes as a capability moves from initial experimentation into broader organizational use.
How, or whether, leaders can credibly say a transformation produced a result, rather than simply occurred.
Our research combines long-form executive conversations, transformation case analysis, and prospective interviews with people who have firsthand experience of consequential organizational change, across industries and across different kinds of technology and organizational shifts, not only AI.
These are research conversations, not sales calls. We’re interested in what actually happened, including evidence that challenges our assumptions.
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