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Grounded support for workforce and leadership systems under pressure
Our focus is not motivation or engagement.
It is structure, coordination, and defensibility.
Hyphae Network supports organisations where people programs are doing important work but carrying more load than they should.
Most often, that load sits with Heads of HR, Change and Program Managers, and Program Leads who are accountable for outcomes without full authority to enforce behaviour, protect time, or lock decision rights.
The unease is not abstract
You can already see:
where the program would fail if tested
where goodwill is compensating for design gaps
where accountability sits higher than authority
Nothing has gone wrong yet. That is precisely what makes the decision hard.
The risk is not that the program stops working.
The risk is being the person who saw the limits, kept compensating, and is later asked why nothing structural changed before pressure arrived.
This work exists to help organisations answer one question:
What is holding by design, and
what is only holding because people keep compensating?
Until that distinction is clear:
agency becomes the fallback
escalation happens late
continuity depends on individuals
defensibility weakens quietly
This page outlines how organisations typically engage when they want to address that risk without over-committing too early.
Hyphae Services
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Anti-Fizzle Survivability Check
A bounded diagnostic used when clarity is needed before deciding what, if anything, should change.
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Program design sprint
A short, focused engagement to rebuild structural elements when roles, boundaries, or escalation are unclear.
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Fractional stewardship
Time-bound coordination and program management support during periods of reform, transition, or complexity.
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Program support
Practical delivery support when approved programs stall, decisions dilute, or follow-through relies on informal effort.
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Infrastructure licensing
For organisations seeking long-term consistency, mentoring and leadership infrastructure can be licensed and run internally.
Is this the right fit?
This work is designed for organisations where:
Heads of HR and People and Culture are accountable for complex people project outcomes without full authority
Program and change leaders are carrying complex initiatives across multiple stakeholders
SME CEOs are holding workforce systems directly
Executive-sponsored projects require clear decision rights and defensible reporting
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Some organisations know exactly what support they need.
Others can see pressure building, but want clarity before committing to any engagement.
The Anti-Fizzle Survivability Check exists to help you decide safely what (if anything) should happen next.
Sparkline (in-house)
A structured in-house operating layer for middle managers with line responsibility, designed to hold under real operating conditions.
Best when the priority is stabilising the middle layer, improving escalation quality, and reducing overreliance on agency.
The discovery call exists for one reason
The discovery call exists to prevent organisations committing to work that cannot be supported internally.
It is used to:
understand what is currently being held by goodwill
confirm the safest and most useful entry point
avoid committing to work that would increase exposure rather than reduce it
More details about Hyphae services
A bounded diagnostic to understand what is actually holding your leadership and support systems together.
Used when programs look acceptable on paper but feel fragile in practice, goodwill is compensating for design gaps, or there is concern about scrutiny, complaints, or executive review.
The output is decision-ready insight, not a prescribed solution.
A short, focused engagement to rebuild the structural elements of a program.
Used when roles, boundaries, or escalation are unclear, responsibility has slipped below authority, or managers can opt out without consequence.
Focus areas include role clarity, decision rights, cadence, and governance that can be explained and defended.
Coordination and program management support during periods of reform, transition, or complexity.
Used when continuity matters, internal capacity is stretched, or HR should not be the sole holder of risk and coordination.
In this role, I hold coordination, manage dependencies, risks, and reporting, and report to the Head of HR, CEO, or nominated executive sponsor.
Authority remains internal. Coherence is actively held.
Practical support for delivery across complex workforce or reform initiatives.
Used when programs stall after approval, decisions are delayed or diluted, or follow-through relies on informal effort.
The focus is on sequencing, accountability, resolving blockages, and keeping work moving without creating noise.
For organisations seeking consistency over time, mentoring and leadership infrastructure can be licensed and run internally.
This supports continuity beyond individuals, reduces reinvention across cohorts, and enables consistent reporting and safeguards.
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How does Hyphae Network work with organisations?
Hyphae Network works with organisations through a small number of clearly defined engagement types. These include diagnostics to assess program survivability, short design sprints to rebuild structure, ongoing stewardship during periods of change, and licensing of mentoring infrastructure for long-term consistency.
What types of organisations work with Hyphae Network?
Work is typically engaged by Heads of HR and People and Culture, program and change leaders, SME CEOs, and executive sponsors responsible for workforce, leadership, or mentoring systems.