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What We Do

What We Do

We help organisations understand the human dynamics beneath visible problems and design interventions that lead to lasting change. Three core services run with organisations today, connecting to six areas, with both leadership and the people doing the work.

What is organisational transformation?

Organisational transformation is a coordinated change in how an organisation thinks, decides, collaborates, and operates. Eudaimonia Universe approaches transformation by examining both formal systems and the human dynamics beneath them.

Service Lineup

Three core services

What each one does, first. These are the services currently running with organisations.

In use, measured
Culture Diagnostics組織文化診断

For: organisations

Quantifies organisational culture from audit logs alone, in a form fit for disclosure and assurance. Because it does not rely on surveys, it records what behaviour actually changed rather than how people say they feel.

ChallengesOrganisational transformation / Sustainable value creation
In use, internal
Okagesamaおかげさま

For: organisations

Brings noticing of mutual support into the tools teams already use, such as Slack and Teams. Nothing new to adopt; it sits inside the way people already work.

ChallengesEngagement and meaningful work / Cross-functional collaboration
In production
Compass

For: organisations (the individual and their manager)

Works through a real conflict structurally, in dialogue with AI. The four types of Conflictology separate the issues, so both the individual and their manager leave with a next step.

ChallengesOrganisational conflict / Leadership and decision-making
Services for individuals (support for a richer life)
A set of products for finding the sources of your ikigai and keeping a record of days lived on your own terms: Source (map your values and sensibilities), Omusubi Quest (reflection and continuity through story, in 11 languages), and Sōdashitsu (support for steering your days). We also build Sovereign, Entaku Kaigi, Omusubi for teams, CRV, Integration Compass, and ikugyo. See Products.
Areas

Challenges we work on

Our core services connect to the six areas below. For each area we set out the common symptoms, what is happening beneath them, and how we approach it.

01

Organisational Transformation

For executives, corporate planning, and OD and HR leaders

Common symptoms

  • A stated purpose that has not changed everyday behaviour
  • Repeated structural reforms with little change in how the organisation feels
  • Transformation programmes met with fatigue rather than energy

What may be happening beneath the surface

Between systems and behaviour sits a layer of values, emotions, and relationships. When that layer does not move, new systems end up operated with old habits.

How we approach it

We read the organisation's current state through Human OS and design interventions that align purpose, culture, structure, and relationships, staying until change becomes part of everyday behaviour.

Intended outcomes

Purpose connected to daily behaviour, transformation that sustains itself, and visible change in organisational culture. We do not promise guaranteed outcomes; the areas of change are designed from the diagnosis, organisation by organisation.

Related research: Human OS ｜ Source 108

02

Leadership and Decision-Making

For executive teams, next-generation leaders, and boards

Common symptoms

  • The most important questions are the ones that never get decided
  • Leadership training that does not transfer to behaviour
  • Succession and promotion judgements that rest on individual intuition

What may be happening beneath the surface

Decisions depend on more than information. They depend on the inner state of the people judging and the relational dynamics of the team. When the interval between an event and the decision it triggers disappears, organisations run on reflex.

How we approach it

We surface the human and systemic factors that shape judgement, collaboration, and strategic decisions, and redesign how the executive team talks and decides. Conflictology is used to structure the questions at issue.

Intended outcomes

Faster, better-grounded decisions, greater trust and dialogue within the executive team, and a shared vocabulary for developing leaders.

Related research: Conflictology ｜ Human OS

03

Engagement and Meaningful Work

For HR, OD, and line management

Common symptoms

  • Engagement scores that keep declining
  • Initiatives that do not move the numbers
  • A steady loss of the people you least wanted to lose

What may be happening beneath the surface

Meaningful work is not the sum of benefits. It emerges when a person's values, role, and sense of contribution connect. When the break in that connection goes undiagnosed, initiatives multiply while the scores stay flat.

How we approach it

Using Source 108 and Human OS, we diagnose where individual values and organisational purpose connect, then redesign roles, dialogue, and management practice. Individual responses belong to the individual; the organisation receives aggregates only.

Intended outcomes

Meaning at work made articulable, root causes of declining engagement identified, and dialogue practices managers can use every day.

Related research: Source 108 ｜ Ikigai Management

04

Organisational Conflict

For those facing cross-functional friction, M&A integration, or executive discord

Common symptoms

  • The same conflict recurring between teams or functions
  • Cultural collision that persists after an integration
  • Conflict filed under "personality," with the cause never named

What may be happening beneath the surface

Conflict has types: value, structure, cognition, existence. Without naming the type, further conversation applies remedies that do not match the cause.

How we approach it

We diagnose the conflict through the four types of Conflictology, then redesign the question at issue, the decision process, or the roles and relationships. Diagnosis precedes prescription.

Intended outcomes

The cause of the conflict named and shared, recurring collisions structurally resolved, and dialogue that turns conflict into a starting point for new options.

Related research: Conflictology ｜ Related products: Compass, Integration Compass

05

Sustainable Value Creation

For executives and those responsible for sustainability, IR, and human capital

Common symptoms

  • Short-term pressure eroding long-term organisational health
  • Human capital disclosure disconnected from real change
  • No shared measure of the value delivered to stakeholders

What may be happening beneath the surface

When it is invisible where the value a company creates actually goes, decisions drift towards short-term financial indicators.

How we approach it

Using CRV, we make visible how value is created for and distributed to employees, customers, partners, communities, and shareholders, and connect human capital management to a credible long-term value story.

Intended outcomes

Stakeholder value made visible, human capital management put into practice, and management indicators that hold the long term and the short term together.

Related research: CRV ｜ Ikigai Management

06

Business and Innovation

For new business development and innovation teams

Common symptoms

  • New ventures stalling on friction with the existing organisation
  • Ideas in abundance, but the energy behind them fading
  • Evaluation criteria for core and new businesses in collision

What may be happening beneath the surface

Innovation stalls less from a shortage of ideas than from structural conflict between the existing and the new, and from the depletion of meaning in the people carrying it.

How we approach it

We diagnose the conflict between core and new businesses through Conflictology, read the intrinsic motivation of the people driving the work through Source 108, and design the structure and decision-making around the venture. We build products ourselves, and work alongside you as practitioners.

Intended outcomes

The structural factors stalling new ventures identified, sustained energy in the founding team, and a workable coexistence with the core business.

Related research: Conflictology ｜ Source 108

Engagement Process

How an engagement proceeds

Every engagement moves through five stages. We can begin before the challenge is fully defined.

01

Understand

We explore the organisation's current reality through interviews, surveys, observation, and available data.

02

Diagnose

Using Human OS and Conflictology, we identify the factors behind visible organisational challenges.

03

Design

We design interventions across leadership, culture, decision-making, relationships, and organisational systems, matched to the diagnosis.

04

Transform

We work with leaders and employees to turn insight into new organisational practices.

05

Embed

We help the organisation build the capability to sustain change beyond a single project.

Get Started

We can start before
the challenge is defined.

If you are not sure which area fits, that is a fine place to begin. We will listen to the current situation and work out the starting point together.

Discuss an organisational challenge Explore our research