1.1
½ day
Why reports and reality drift apart
How the gap between reports and reality appears — and how to close it.
Half a day, on one thing done properly.
Take away: a "fact-gap map" of your own business.
Systems are delivered to companies, but change is delivered to people.
AI doesn't remove the need for management capability — it raises the price of not having it. Starting requires no prerequisites — not even our own system.
Who it's for
Dealer group executives, store GMs, and the managers who will actually run the systems — in automotive retail and beyond.
Series One · Seeing the Business Clearly
You can't manage what you can't see.
1.2
1 day
From strategy to metrics
How strategy becomes metrics, and how metrics get one definition. Hoshin Kanri and OKR aren't either-or — they're upstream and downstream of the same chain.
Take away: a draft set of metric definitions.
1.3
1 day
Processes can't improve until they can be seen
What can't be seen can't be measured; what can't be measured can't be improved. This course is about the method of seeing.
Take away: a drill-down map of one real process.
1.4
½ day
Decisions that can't be written down can't be executed
What can't be said clearly can't be executed. In organizations that write decisions down, data definitions have a starting point.
Take away: a decision memo written to standard.
1.5
1 day
Meetings around shared facts
Presentation isn't decoration — it's making facts visible. Meetings around shared facts replace parallel reporting.
Take away: an operating meeting mechanism.
Series Two · Leading People Through Change
The system goes live in days. People take longer.
2.1
1 day
Change management is a method, not a mobilization
Change management isn't rallying speeches — it's an executable method.
Includes the complete first 90 days of one dealer group's system launch.
2.2
1 day
Leading different people differently — and saying the hard things
Read whether a person can still follow, and say out loud where they need to go. Two of the scarcest management capabilities in a transition — both in this course.
Take away: a complete plan for one hard conversation.
2.3
1 day
Leading the leaders
You're no longer leading frontline staff — you're leading the people who lead teams. Coordination and delegation across multiple stores has its own method.
Take away: a map of delegation boundaries across stores.
2.4
1 day
When systems go live, roles change
First redefine who the right person is, then use the right method to find them.
Take away: competency cards for key roles.
Series Three · When Agents Join Your Team
A new kind of team member.
3
1 day
Agents are team members, not software features
Agents don't tire, but they err; they don't complain, but they misunderstand. The people who get value from them know how to assign work, check work, and correct course. This course teaches what we ourselves do every day.
Take away: a role split map for human-agent collaboration.
Agents only run on clear data definitions and visible processes — which is exactly what BEAMS builds.
A course can be the start of a larger engagement — or complete in itself.