How HEWEN works

Two sources. One picture.

Documents tell you what your company wrote down. People tell you what your company actually knows. HEWEN holds both up against each other — and shows you where they don't match.

What the documents say

Reports, plans, budgets, contracts, systems. Precise, complete, and slightly out of date.

1,284 documents · 9 systems

What the people say

Short conversations across the company. Messy, current, and honest about what actually happens.

1,673 people · 7 businesses

Put one on top of the other and four things can happen. They agree. They contradict each other. Only the people know it. Or only the documents show it. Three of those four are invisible if you only look at one side.

Why both

One source on its own always lies a little.

Documents alone miss the reason

You can see $61M leaving for outside vendors. You can't see that nobody had a reason to make one phone call.

Interviews alone miss the size

People can tell you something feels wrong. They rarely know it's worth $340M across six businesses.

Together they explain each other

The number tells you it matters. The conversation tells you why it happens. You need both to fix anything.

Two kinds of value

Not everything worth finding is money.

HEWEN looks for two kinds of value at once. What the company gains, and what the work feels like for the people doing it. Most of the time these move together: when something is quietly wasteful, someone is quietly exhausted by it.

Worth to the business

$429M

Money currently leaving, duplicated, or not being asked for.

Hours given back

11,400 / yr

Time spent on duplicated work, rework and chasing answers.

People waiting on a decision

254

Working on things that may be reversed or cancelled.

Work that feels heavier than it is

5 of 8

Findings where people described the effort as avoidable.

Every finding, from both sides.

What could connectThe two don't match

You built something valuable. Only one team uses it.

Two sources, laid over each other

The two don't match

The documents say

Project plans in two teams list outside vendors as the only way to predict machine failures. $61M a year leaves the company for it.

7 documents · 3 teams · vendor invoices

The people say

Engineers in those teams already suspected an internal version existed. They had no reason and no route to go and find out.

148 people · 5 businesses

“There's no cost to not calling. That's the problem.”

What the two together tell us

The documents show the spend. The people show the reason. Neither on its own would have told you it's a visibility problem, not a technology problem.

What's written down and what people live are different. That gap is usually where the real problem sits.

What it's worth to the company

$61M / yr

Money moving outside

Paid to three vendors for work an internal team already does.

What it's worth to the people

Engineers stop waiting for things to break.

No more rebuilding what a sister team already finished.
Fewer emergency callouts at night and on weekends.
A reason — and a route — to talk to people in other businesses.

Unplanned callouts

−31%

What the same tool already did for the team that built it.

Sources: DOC-207 · DOC-233 · DOC-241 · 2 quoted interviews · 3 numbers with their arithmetic

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What you already haveOnly the people know this

People keep asking for something you don't sell them.

Two sources, laid over each other

Only the people know this

The documents say

Licensing requests appear as side notes in meeting minutes. No plan, no owner, no price list. On paper it looks like nothing is happening.

4 documents · 2 teams

The people say

Front-line staff receive these requests regularly, pass them on, and never hear back. They've stopped bothering.

61 people · 3 businesses

“They ask. We say no. Then it goes quiet.”

What the two together tell us

Documents made this look like eleven odd requests. People made it clear it's steady demand landing in an empty inbox.

Nothing in the paperwork shows this. People are carrying it quietly. It won't appear in any report.

What it's worth to the company

11 in 2 yrs

Requests dropped

From four industries you don't sell into today.

What it's worth to the people

People stop saying no to work they'd like to do.

A clear answer to give customers instead of silence.
Someone owns the inbox, so nothing dies unanswered.
The materials team sees where their work actually lands.

Requests with no owner

100% → 0

One named person is enough to change this.

Sources: DOC-344 · DOC-350 · 1 quoted interviews · 2 numbers with their arithmetic

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What doesn't quite add upThe two don't match

Your strategy says one thing. Your money says another.

Two sources, laid over each other

The two don't match

The documents say

Every strategy document names services growth as the first priority. The budget files show the money going where it went last year.

6 documents · corporate finance

The people say

Budget owners agree with the strategy. They describe an allocation process that simply never changed.

112 people · 6 businesses

“Nobody argues with the strategy. It just doesn't reach the money.”

What the two together tell us

The numbers alone would suggest people don't believe the strategy. The conversations show they do — the mechanics are what's broken. Different problem, different fix.

What's written down and what people live are different. That gap is usually where the real problem sits.

What it's worth to the company

$340M

Gap between words and money

Between what the strategy names first and what the budget funds.

What it's worth to the people

Leaders stop being measured on a plan they can't fund.

You can hire for the thing the company said matters most.
Less quiet cynicism about strategy days.
One honest conversation instead of two parallel realities.

Managers who feel the strategy is real

38%

Today. This is the number worth moving.

Sources: DOC-402 · DOC-419 · 1 quoted interviews · 2 numbers with their arithmetic

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What's getting in the wayBoth say the same thing

Three teams are building nearly the same thing.

Two sources, laid over each other

Both say the same thing

The documents say

Three separate project plans, each describing itself as the company-wide data platform. Three budgets, three timelines.

5 documents · 3 teams

The people say

Each team believes it has the mandate. None was ever told otherwise. Two found out about the others by accident.

94 people · 3 businesses

“Nobody told us to stop. So we kept going.”

What the two together tell us

Documents and people agree completely here. That's what makes it easy: this isn't a disagreement to resolve, it's a decision nobody has made.

Documents and people point the same way. That makes this the safest thing to act on.

What it's worth to the company

$28M / yr

Spent three times over

Three teams building close to the same thing.

What it's worth to the people

Ninety-four people stop working on something that will be cancelled.

Two teams get their year back for work that will actually ship.
No more discovering a competing project in a town hall.
One clear owner means one clear roadmap.

Engineer-years at risk

~40

Work likely to be thrown away if the decision keeps waiting.

Sources: DOC-312 · DOC-241 · 1 quoted interviews · 2 numbers with their arithmetic

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What you could use betterOnly the documents show this

You already have people in the markets another team can't reach.

Two sources, laid over each other

Only the documents show this

The documents say

One team has service people in 29 markets. Another team's plan lists those same markets as too expensive to enter.

4 documents · 2 teams

The people say

Almost nobody inside has connected these two facts. The field teams don't know the other business wants in.

203 people mentioned the wider pattern · 7 businesses

“I have no reason to talk to that unit. Different targets.”

What the two together tell us

This one came from the data first. The interviews explain why nobody spotted it: no shared targets, so no shared conversations.

The data shows it clearly, but nobody inside has named it. Often because nobody owns it.

What it's worth to the company

Markets already covered

Listed as unreachable in another team's plan.

What it's worth to the people

Field teams get more to do with the trips they already make.

More value from the same visits, not more visits.
Service people see their work matter beyond their own unit.
A second team stops paying to enter markets you're already in.

Extra travel needed

None

The people are already there.

Sources: DOC-262 · DOC-371 · 1 quoted interviews · 2 numbers with their arithmetic

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What could connectThe two don't match

Nine big customers buy from you four different ways.

Two sources, laid over each other

The two don't match

The documents say

Nine large customers buy from four different teams. Each team's account plan mentions only its own relationship.

3 documents · 4 teams

The people say

Account managers know they collide. They describe customers pointing it out to them first.

77 people · 4 businesses

“The customer knows more about us than we do.”

What the two together tell us

On paper these look like nine healthy relationships. In conversation they're one relationship being handled four times, sometimes badly.

What's written down and what people live are different. That gap is usually where the real problem sits.

What it's worth to the company

Customers buying from 4 teams

With no shared view of the relationship.

What it's worth to the people

Account managers stop being surprised in front of customers.

One shared picture instead of four partial ones.
Fewer awkward meetings where the customer knows more.
Less duplicate preparation for the same account.

Prep hours a week, per account

−6

Time spent covering the same ground four times.

Sources: DOC-118 · DOC-371 · 1 quoted interviews · 2 numbers with their arithmetic

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What this could becomeOnly the people know this

A new rule is coming. You already have all three pieces.

Two sources, laid over each other

Only the people know this

The documents say

One market study, filed and not followed up. Nothing in the strategy pack mentions it.

2 documents · 1 team

The people say

Several people in different businesses independently described the same opening. None of them knew the others had noticed it.

34 people · 4 businesses

“I mentioned it twice. It never went anywhere.”

What the two together tell us

The documents alone would have buried this. It only became visible because the same idea kept surfacing in separate conversations.

Nothing in the paperwork shows this. People are carrying it quietly. It won't appear in any report.

What it's worth to the company

People who saw it separately

Across four businesses, with no contact between them.

What it's worth to the people

Good ideas stop dying in the wrong inbox.

People see their observation reach the people who decide.
Less "I said that two years ago" in the corridors.
A visible route from noticing something to being heard.

Times this was raised before

And never reached a decision.

Sources: DOC-388 · DOC-207 · 1 quoted interviews · 2 numbers with their arithmetic

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What doesn't quite add upThe two don't match

Two teams disagree about the same region.

Two sources, laid over each other

The two don't match

The documents say

Two teams have written plans for the same region. One plans to grow there. One plans to withdraw.

3 documents · 2 teams

The people say

People in both teams are aware. They assume someone above them has resolved it. Nobody has.

48 people · 2 businesses

“We assumed that had been decided somewhere.”

What the two together tell us

Two documents contradict each other. The interviews explain why it survived: everyone assumed the contradiction was somebody else's to fix.

What's written down and what people live are different. That gap is usually where the real problem sits.

What it's worth to the company

2 teams

Same region, opposite plans

Both funded, both proceeding.

What it's worth to the people

Two teams stop pulling against each other.

Clear direction instead of quiet contradiction.
Nobody spends a year on a plan that will be reversed.
Local staff get one answer about their future.

People waiting on an unmade decision

In two teams, in one region.

Sources: DOC-388 · DOC-262 · 1 quoted interviews · 2 numbers with their arithmetic

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Nobody is graded. Nothing is decided for you.

HEWEN shows what it saw in the documents, what it heard from people, and where the two disagree. What to do about it stays with you.

See how we talk to people→See everything we found→