Technically on schedule. Organizationally uncertain.

A 900-person retail organization was eighteen months into a significant digital transformation program. The program was on schedule technically, but the leadership team had growing concern that organizational readiness was lagging behind the system delivery.

A go-live decision was approaching. The cost of a failed rollout was substantial — and a comparable prior initiative had produced exactly that.

Cicuno was deployed across store managers, regional directors, and central support functions — the three groups most critical to successful adoption. The question focused on how respondents experienced the transformation and what they felt needed to happen before go-live.

Response time was under ten days, end to end. The leadership team had a readiness signal in time to act on it.

While central functions showed high readiness and engagement, store managers — the critical last-mile adopters — showed a consistent pattern of low self-influence, high negativity, and low consensus with central leadership.

Their proposed actions clustered heavily around training adequacy and support resourcing rather than the system itself. The technical solution wasn't the problem; the change management around it was.

The go-live decision was delayed by six weeks to allow a targeted training and support intervention for the store manager population. The program director used the Cicuno output to make the case internally — providing structured evidence rather than anecdotal concern.

The rollout proceeded without the high-profile adoption failures that had occurred in a comparable prior initiative. Six weeks of delay cost less than a failed rollout would have.