Service · both directions
A market you have entered still has to be held.
Registration has a date. Distribution has a contract. The organisation has neither, which is why it is the part that quietly decides whether an entry survives its third year. This is where a Chinese subsidiary stops being a branch of a European company and becomes a company.
Engage us for this if
- Your local team is in place and the results are not
- A joint venture needs international standards deployed in a Chinese context
- Leadership is not aligned and every project is therefore a priority
- You are designing the operating model before you hire
This is not the right engagement if
- You want an HR outsourcing provider
- You want a culture workshop with no decisions attached
- The problem is genuinely commercial and organisation is being blamed for it
What you get
What the mandate covers.
- Stakeholder investigation before anyone is put in a room together
- A facilitated leadership alignment session with a decision as its output
- Project and talent assessment, with a prioritisation mechanism behind it
- Governance that survives the consultants leaving — an innovation board, a steering rhythm
- Operating model and seat design, including where agents now sit in the work
- Coaching for the executives who have to run it afterwards
“Jumo has demonstrated high capacity to understand international management standards and how to deploy them in the context of a Chinese JV. Jumo has shown high influencing skills and worked at all levels of the organisation, Board and senior management, with high impact.”
The question AI actually raises
Not which tool to buy. What a seat is now.
Most organisations are being sold tools. The harder question is structural: when one accountable person directs several agents, the unit of the organisation is no longer the person — and the chart on the wall stops describing what actually happens.
We are running an ongoing research programme on exactly this, built on primary interviews with agencies and operators in Europe and in China, including company visits in Shanghai. It is being written up as a book, The Systolic Agency. The architecture below is what we now apply when we design a client's local organisation.
The cell
One accountable human plus the agents they direct, with defined inputs and outputs. Every agent seat carries a named human beneath it — the person who commissions it, monitors it, and can suspend it.
The states
A seat is human, hybrid, agent-run or suspended — and the protocol that returns it to human operation when an agent underperforms is written before the agent is deployed, not after.
The cadence
Cells process locally and pass work downstream. What synchronises them is a shared rhythm, not an escalation chain. That is what makes the structure hold as it grows.
For a life-science client the governance layer matters more than the productivity layer. A regulated organisation cannot have machine work happening outside someone's accountability — and that, not the tooling, is what we help you put in place.
What this costs
From €30,000 a year for a standing advisory mandate; workshop-only engagements are quoted on their own.
Why we publish it
Because you need to know which internal approval route to open before you spend half an hour finding out. A range is not a quote, and nobody has ever been offended by a range. Yours is quoted line by line — named people, day counts — so you can remove anything you do not want.
What you can hold us to
You always know who pays us
Some engagements are fee-only; business development can carry success-linked compensation. Whichever applies, the structure is agreed with you in writing before the work starts and it is in the Scope of Work.
Priced before you commit
A detailed, line-by-line quote — named people, day rates, day counts — so you can remove anything you do not want and benchmark what is left.
A partner replies, not a salesperson
The partner who scopes the work is the partner who does it. Expect an answer within two working days.
All three appear in every Scope of Work. If we are not the right firm for the question, we say so — and, where we can, say who is.
Who leads this
Yong Yan
Partner · Organisational development
More than twenty years of senior management inside European pharmaceutical and Chinese medical companies — with a rotation across almost every function there is, from commercial operations to HR, legal, IT, manufacturing and R&D.
“She always understands the business strategy before talking about organisational development, and provides solutions that truly serve the business — rather than focusing on developing tools, as many HR experts do.”
A chief executive explaining why his company has renewed with Yong Yan for several years and widened her scope each time.
This work, already done
Three projects for the year, agreed by everyone
Stakeholder interviews, a leadership alignment workshop, a project and talent assessment, and an innovation board that outlived the engagement.
Read the case → A mid-sized Chinese healthcare group · China · organisation & operating modelTurning a corporate target into work each department can do
A one-day workshop that decoded the year’s targets, produced functional objectives, and named the three things blocking the business.
Read the case →The next step
Discuss your organisation.
Tell us the market, the product and the decision in front of you. A partner replies within two working days with either a scoped, line-by-line quote — or the reason we are not the right firm for it.