Our offer

Understanding the changes you bring about with your interventions is not straight forward. Programmes operate in complex realities, contexts are changing rapidly and there is an increased pressure to demonstrate results and meet accountability needs. How can we develop meaningful and learning-oriented monitoring and evaluation systems? How to set up integrated MEL approaches that generate actionable insights supporting adaptive management?

We work with foundations, not-for-profit organisations, civil society organisations and impact investors who want to make sense of their impact in ways that support learning and decision-making. In ways that engage people in a meaningful way throughout the different stages of the MEL process.

Whether it’s well-defined projects or big portfolio programmes, we are not reducing change to measuring pre-defined indicators. We focus on understanding how actions and policies unfold in practice, what small and big outcomes are emerging, what works and under what conditions, and how that informs future planning and action.

Strategy development and programme design often start at a distance from where change and impact actually takes shape. On-the-ground realities and context dynamics are not always fully understood, and while there is often a wish to include diverse perspectives, a lack of know-how on how to meaningfully involve different voices can limit genuine participation. As a result, insight does not always translate into action.

We work in contexts where planning needs to bridge strategic intent and lived reality. Therefore, our work starts with listening to lived experiences, sometimes at large scale, to include the voices that often go unheard. By bringing different perspectives into the planning process, we support the development of strategies, policies and projects that are grounded in experience and able to hold complexity without losing direction.

Our carefully designed participatory processes engage with key actors; they facilitate strategic directions and piloting new practices, translating insights into concrete steps that can be taken forward.

Implementing plans for impact means working with conflicting interests and multiple perspectives. Trust may be fragile, and stakeholders often speak different ‘languages’. The voices most affected by decisions can be difficult to hear, even when there is a genuine intention to include them.

We support organisations and partnerships in building collaborations grounded in curiosity. We help establish trust, alignment and shared understanding in complex processes — bringing structure and clarity while creating the conditions for dialogue that opens space for learning.

Where diverse interests, multiple perspectives and vulnerable voices are recognised and taken seriously, collaboration becomes a process in which decisions are made with greater care — and collective effort can translate into real impact.

In complex systems, much of what matters is not immediately visible. Numbers and theoretical frameworks order and explain parts of reality, but experiences, relationships and everyday practices often remain beneath the surface. When underlying dynamics and drivers remain unclear, they create a sense of being stuck or going in circles.

We use narrative inquiries and other participatory methods to invite people’s voices in and to gain insights into what actually shapes a system. We do not only capture useful data or understand change processes but also support fostering meaningful conversations and sensemaking that connects people and generates problem-solving strategies.

Using narrative-based methods in your participatory action-research process makes underlying patterns, motives and blind spots visible through people’s lived experiences and opens the way to informed choices in complex environments.