An SME with 65 employees has grown rapidly in 3 years. The business manager wants to bring more structure to the organization and has appointed a few middle managers. Despite good intentions, there is unrest in the workplace and sales figures are disappointing. Engagement is falling, people are complaining about “too many meetings” and “not enough real communication”.
With Athmos Pulse, we do not register these signals as separate incidents, but as symptoms of a deeper pattern. People's departure is not a “stand alone” or a “single event”, but an invitation to what is not spoken.
With Athmos Atlas, we map these repetitive tensions. Through digital conversations and AI-analyzed patterns (e.g. “We're not involved”, “It's something from above”), a clear overview of where it chafs and where it flows is created.
We make the system logic visible: who decides, who influences, who is afraid? Through Athmos Atlas, we help to review KPIs and discuss system tension: leadership versus autonomy, trust versus control.
Athmos Compass makes hidden stories visible and translates them into a shared compass that guides, deepens cooperation and makes decision-making more powerful.
For growth companies, this means: less island formation, more focus and coherence between teams, and decision-making that is faster and more consistent. Leaders have a credible compass to provide direction, while employees experience greater ownership and energy no longer leaks into subcutaneous tensions. This is how the organization grows with clarity, strength and trust.
Island formation, hostility between teams, stagnation, turnover
Signaling and articulating undercurrent with narrative precision
Recognition of tensions without attribution of debt
Repetition of conflict avoidance, cynicism, loyalty to the past
Narrative pattern analysis and cultural diagnosis via AI + dialogue
Insight into group dynamics and informal power structures
Unequal decision making, asymmetric integration, lack of a shared compass
Redrawing consultation structures, KPIs, responsibilities
One whole based on a new commonality
Beliefs of exclusion, loss, mistrust, self-protection
Collective retelling through dialogue processes, narrative leadership, mirror sessions
Shared new story that guides strategy and collaboration
Resignation, inaction, frustration
Bundling signals, recognizing friction
Recognition without culprits
Repeated resistance
Objectifying patterns via semantic data
Common language for what's going on
Unequal responsibility
System Diagnostics and KPI Revision
Better coordination between role and mandate
“My opinion doesn't count”
Narrative work and leadership guidance
Ownership and psychological safety are increasing
Frustration about pace, confusion of roles, imminent dropping out, fragmented communication
Bundling and clarifying relationship signals
Recognition of the field of tension as a structural element
Repeated conflict avoidance, parallel logics, personal agendas
Pattern analysis by rhythm, language and power
New language for collaboration, based on reality instead of expectations
No shared mandate, unclear responsibilities, conflicting KPIs
System diagnosis and frame redrawing
Rules of the game that bear tensions instead of suppressing them
Ideological clashes, mistrust between expertise, conflicting worldviews
Cultural conversations and narrative retelling (= reformulating the shared story)
Shared story where differences are identified, acknowledged and strategically linked
Many growth companies are built on entrepreneurship, trust and direct communication. But as soon as scale occurs or change occurs, the dynamics change:
Athmos ensures that growth does not mean a loss of connection, engagement and a healthy working climate.
We give language to what lives under the skin, so that policy remains supported and leadership becomes stronger, not heavier.
