Most organisational change software picks a side. Either the structural one, meaning processes, governance and reporting, or the human one, meaning surveys and engagement scores. OZY models both in a single living system: decision rights, dependencies, workload and the coordination between roles, alongside timelines and governance. The distinction that matters is what it reads. It reads how the organisation actually coordinates, not how any individual feels. The unit of analysis is the relationship between roles, never the person in the role, and that is what surfaces bottlenecks purely structural tools miss.

You don't need clean, structured data to begin. OZY works with the messy reality of transformation: CSRD reports, strategy documents, meeting notes, email threads, stakeholder questionnaires. The platform turns unstructured inputs into a coherent system model, and labels every signal as stated, inferred or uncertain so you always know which is which.

AI is used as an assistive layer. It helps structure messy inputs, surface risk signals and highlight contradictions. The logic stays inspectable: every output links to its sources, confidence levels are shown openly, and humans keep full decision-making authority. OZY holds the model. You make the call.

No, and we are careful with that word. What OZY does is scenario exploration: it plays a change forward under stated assumptions, surfaces bottleneck hypotheses with the evidence behind them, and gives you early warning signals to watch, so you can tell whether a pathway is becoming more or less likely. The longer the horizon, the less anyone should trust a point prediction about an organisation. The goal is better preparedness, not prophecy.

Your data stays yours. OZY runs on European-hosted infrastructure, and nothing you provide is used to train models for anyone else. Every signal in your model traces back to the document or answer it came from, so you can audit any claim it makes. When a pilot ends you choose what happens next: we delete your model, or we hand it over to you.

The onboarding questionnaire takes 20–30 minutes per stakeholder. From there, OZY builds and updates the system map continuously as you feed it new information. It is designed to fit around your existing workflow rather than create a new one.

We are not publishing list pricing while the product is in pilot, because scope varies a great deal between organisations. Founding partners get a special founding price, set once and kept as the product matures. There is no commitment needed to start a conversation, and if you need a figure for budget approval we will put one in writing for your scope.

We are working with a small group of founding organisations who shape what OZY becomes. Pilot partners get the full method applied to their own organisation, with our team in the room while it is built, a direct line into the roadmap, and a special founding price that stays theirs as the product matures. It is a genuine collaboration. We build with you, not just for you.

Organisational transformation software builds a working model of how change actually unfolds inside a company, instead of tracking whether a plan is running to schedule. It maps goals, stakeholders, dependencies and decision rights, then lets leaders test where a change is likely to stall before they commit budget to it. That is the category OZY sits in.

Scenario planning software lets you play a decision forward before you commit to it. You describe the change: a reorganisation, a new market, a supplier slipping, a key person leaving. The software then shows what breaks, what holds and what it costs. OZY runs those scenarios against a digital twin for organisations, so they play out through your real dependencies and decision rights rather than a generic template.

It makes the invisible parts visible. Governance friction, competing incentives, capability gaps, stakeholder interdependencies and how much change is already landing on the same few roles all surface before they derail a programme. Leaders can then test different sequencing and resourcing, and compare the trade-offs in advance rather than in hindsight.

A digital twin is a kind of simulation, so the real question is one of scope and shelf life. A one-off simulation answers a single question and then stops: model the scenario, read the result, move on. A digital twin for organisations is a simulation you keep. It holds the whole system, its goals, initiatives, stakeholders, dependencies, decision rights and coordination, and it updates as new evidence arrives, so the next scenario runs against how your organisation is today rather than a snapshot from last quarter. OZY is both. The twin is the model; simulating a change is what you do with it.

Usually not because the strategy was wrong. They fail on systemic dynamics nobody could see in advance: misaligned incentives, governance friction, hidden dependencies, capability gaps, a culture that makes the new way feel unsafe, and too many concurrent changes landing on the same roles. Tools that track only KPIs and milestones miss the coordination layer that decides whether a strategy becomes practice.