Two roads into the twin

The two approaches

A company enters 3D.DET in one of two ways. Path 1 transforms the existing organization. Path 2 builds a NEWCO beside it. This page explains the concepts first, then the two paths, then how each path is carried out.

Concepts

AS IS
The organization as it is today, in the model.
TO-BE
A hypothesis of the future organization. Many TO-BEs can exist at the same time, each in its own scenario.
Promotion
The act by which governance adopts a TO-BE. The TO-BE becomes the new AS IS.
IDEAL VERTICAL SOLUTION
The reference model of a sector: structures, JOBs, tasks, processes, transactions, rules.
OLDCO
The existing company.
NEWCO
The new company. It is born from the IDEAL VERTICAL SOLUTION and designed with AI and agents from day one.
Wave
A defined perimeter of activities, people, data and systems that moves in one step.
Gap
The difference between two models. MISSING: in the target, not in the source. DIVERGENT: in both, but different. SURPLUS: in the source, with no place in the target.
Level of detail of the AS IS
Inventory: the object exists, with a name, an owner and a number. Structural: units, JOBs, people, main processes, systems. Operational: tasks, RACI, transactions, volumes. Executable: rules and parameters, held only by the TO-BE.

The two paths

Path 1 — Transform what exists

The twin of the organization as it truly is, built in depth: structures, JOBs, tasks, processes, workloads, costs. From that base, transformation is a sequence of TO-BE scenarios. Each one is simulated, priced and compared before anything changes in reality.

Deep AS IS → TO-BE scenarios → chosen TO-BE → realization → new AS IS

For organizations that transform what exists.

Path 2 — NEWCO

The target comes first: a NEWCO modeled in detail from the IDEAL VERTICAL SOLUTION of the sector, designed around AI and agents and adapted to the specific needs of the company. The NEWCO is a company of the group. The existing company creates a light AS IS, detailed only where a decision needs it. Activities then move from OLDCO to NEWCO in waves.

Strategy A — Transfer and wind down. Everything with a future moves to the NEWCO. The OLDCO empties and closes.

Strategy B — Prototype and return. The NEWCO starts small: one division, one country, one new line of business. It proves the model in operation for years. The proven model then returns to the OLDCO, which stays whole and adopts it. This is the preferred strategy of the method.

NEWCO + light AS IS → wave 1 → wave 2 → … → A: OLDCO closed · B: model returned to the OLDCO

Path 2: choosing between Strategy A and Strategy B

How Path 1 is carried out

  1. AS IS. Data from HR and ERP systems, process mining, documents and interviews read by AI, and the C LEVEL TWIN for the work that leaves no trace.
  2. Gap against the IDEAL VERTICAL SOLUTION of the sector.
  3. TO-BE scenarios, as many as needed, each in an isolated workspace.
  4. Economic simulation of each scenario.
  5. Comparison, dossier and decision by the committee.
  6. Promotion. The chosen TO-BE becomes the new AS IS.
  7. Realization with UPPWISE, and measurement of actual against expected results.

How Path 2 is carried out

  1. The NEWCO is incorporated as a company of the group. Inside it runs the modeled company: JOBs, tasks, processes, agents and systems. It works from day one.
  2. The OLDCO enters as a light AS IS. The personnel registry is complete from the start. The imminent wave is modeled at operational detail, the next wave at structural detail, the rest at inventory level.
  3. The model compares the OLDCO with the NEWCO. The list of gaps is the transfer plan. What is missing is built or hired in the NEWCO. What differs is adapted at the crossing. What is in excess stays in the OLDCO.
  4. Every element that moves has a transfer row with its status (candidate, admitted, rejected, withdrawn, deferred) and the signature of who admits it. Nothing crosses without a row.
  5. Admission gates for people, processes, systems and data. The OLDCO does not merge into the NEWCO: it transfers only what passes the gates.
  6. Shadow running. Before a process moves, the NEWCO runs it in parallel on the same real inputs. The process moves only when the outputs match.
  7. Waves. The engine proposes the sequence, respecting dependencies and constraints. Governance decides.

The people of the NEWCO

In an agentic NEWCO most executive tasks are done by agents. Human JOBs define, supervise, verify, approve and correct. Accountability always stays with a person. Entry to the NEWCO depends on the capacity to judge and to sign. This capacity is observed in a business simulation with defined scenarios and metrics, not declared in an interview.

The OLDCO has its own plan

After every simulated wave, the model shows the OLDCO that remains: remaining tasks, orphaned processes, uncovered positions. Every JOB receives a declared destiny: a later wave toward the NEWCO, a function that remains, or an accompanied exit. Nobody is left without a destination.

In depth: synchronizations between OLDCO and NEWCO

Three plans in parallel (Strategy B)

  • NEWCO construction. The prototype is built and proven in operation.
  • OLDCO optimization. The OLDCO stays healthy while the NEWCO matures.
  • Return. The proven model is brought back to the OLDCO, in waves, with TO-BE scenarios and promotion by governance.

Each plan is an initiative in 3D.DET with its own waves. The model keeps the three plans aligned.

Demographic synchronization

Over seven to ten years, part of the OLDCO workforce leaves through natural retirement. The model crosses two curves, by JOB and by year: the tasks that end with each wave, and the exit windows of the people who do them. Four cases follow.

  • The task ends when the person leaves: nothing to do.
  • The task ends before the person leaves: a bridge to another function, a NEWCO wave or an incentive, planned years in advance.
  • The task continues after the person leaves: a bridge profile and knowledge transfer before the exit date.
  • Nothing changes.

Outputs: a destiny sheet per person, a coverage curve per JOB, and the list of processes that lose coverage before the return reaches them. For every critical task whose holder leaves first, the model creates a knowledge-transfer task with a deadline equal to the exit date. Individual data stay protected by permissions. Shared views are aggregated by JOB, without names.

Data

Systems do not move: the NEWCO runs on its own systems from day one. Data move wave by wave, only for the perimeter of the wave. Data enter the NEWCO only if they map onto the model and are cleaned: no duplicates, validated, with their origin. Each migration is proven with counts and reconciliations. What does not pass stays in the OLDCO archive, readable, never imported.

Temporary bridges

During the transition the two companies exchange data: operations that span waves, consolidated accounts, shared master data. Each bridge is born with a declared end date, tied to the wave that makes it useless. Bridges past their end date are flagged to governance. The program ends with zero bridges.

All together to win

The NEWCO is a proposal to share with everyone involved, unions included:

  • Exact perimeters for every wave: people, contracts, assets, systems.
  • Every person who moves has a defined JOB in the NEWCO, with job description, training and path.
  • Small waves, one at a time, instead of one large operation.
  • A declared destiny for every JOB, in the NEWCO and in the OLDCO.
  • Natural exits instead of dismissals, in Strategy B.
  • New hires only where the work has a future.

Both paths end with one living twin and one cycle of AS IS, optimization and realization.