MULTIBALL
MULTIBALL is what happens when complexity becomes unavoidable. When signals conflict, incentives diverge, and inherited processes collapse under uncertainty, coherence must be rebuilt rather than optimised.
Most strategic failure is not a failure of intelligence.
It is a failure of structure.
Incentives misalign. Feedback loops distort. Data loses credibility across boundaries. Decisions cannot withstand scrutiny. Initiatives multiply without compounding effect.
MULTIBALL redesigns how decisions are formed, tested, and committed under genuine uncertainty. We work from first principles to reconstruct decision architectures that remain defensible as conditions change.
Our primary domain is the built and living environment - where physical infrastructure, digital systems, ecological dynamics, and institutional form are inseparable. In this domain, errors propagate materially, politically, and ecologically. There is no abstraction layer to hide behind.
Living systems are integrated into governance not as externalities or stakeholders, but as binding constraints with causal force. They are conditions the system must actively account for if it is to remain viable over time.
We do not simplify complexity.
We redesign the interfaces through which organisations engage with it - semantic alignment, incentive structure, and feedback design - so systems can act coherently rather than fracture under pressure.
How We Engage
We do not begin with solutions.
We begin by testing whether coherent action is possible.
Most organisational failure is structural: decision authority, incentives, and technical understanding are misaligned. Strategy cannot compensate for that. Our engagement surfaces this early, redesigns it if feasible, and exits if not.
Ground Truth Sprint
2–3 weeks · Fixed fee
Tests whether coherent action is possible.
We assess:
- Real technical literacy
- Actual decision authority
- Incentive conflicts
- Governance gaps
- Predictable failure modes
The output is not a report.
It is a go / no-go judgement. Many engagements end here by design.
If durable change is not possible, we stop.
Operating Model Build
8–12 weeks · fixed or phased
We redesign how the organisation makes decisions under uncertainty.
- Governance matched to real decision scope
- Incentives and metrics aligned to outcomes
- Auditable decision pathways and feedback loops
- Learning defined as an operating constraint
- Internal capability built to remove dependency
The goal is not a strategy.
It is a decision system that can generate, test, and commit without collapsing into politics or theatre.
Retained Stewardship
6–12 months · Monthly retainer
Prevents regression under pressure.
We:
- Maintain coherence as delivery and conditions shift
- Preserve institutional memory through chang
- Detect incentive drift and governance erosio
- Recalibrate decision pathways as reality diverges from plans
This is not oversight or outsourcing.
It is structural stewardship until coherence is self-sustaining.
The Conditions for Durable Outcomes
Durable outcomes come from structure, not insight.
When these conditions are absent, decision-making becomes performative and decays under pressure.
Understanding the technology’s underlying logic - Not tools or vendor narratives, but the operating principles, limits, failure modes, and trade-offs that govern behaviour under pressure and at scale.
Named decision authority - An explicitly mandated actor. Without this, decisions dissolve into consensus theatre or blame shifting.
Scope matched to the problem - Authority must span the systems producing the outcome. Cross-domain problems cannot be solved inside silos.
Direct access to primary data - Decisions grounded in raw signals, not curated summaries. Mediation introduces bias, lag, and loss of contestability.
Ability to realign incentives and metrics - Without this, strategy is advisory. Behaviour follows incentives, not intent.
Auditable, defensible decision-making - Reasoning must withstand technical, political, and legal scrutiny. If it cannot be traced, legitimacy erodes.
Our discovery work does not assume these conditions. It tests whether they exist, where they break, and whether they can be constituted.
What We Bring
System-scale alignment - Decision authority, incentives, and mandates aligned so actions compound rather than cancel out.
Shared human-machine semantics - Semantic architecture that prevents interpretive drift between people, models, and institutions, anchoring decisions to a common reality.
Environmental intelligence in governance - Ecological dynamics embedded as operational inputs, not post-hoc impact reporting.
Institutional translation - Misalignment resolved across public, private, and hybrid actors by translating objectives, constraints, and risk logics.
Capability for sustained uncertainty - Internal capacity built to maintain coherence as conditions change, without dependency on episodic intervention.
Led by Jan Bunge, a systems-oriented designer with over two decades of practice across the built environment, digital infrastructure, and organisational design. Engaged when problems cross boundaries no single discipline can span, and when existing frameworks fail.
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SPACE FOR TESTING - SPACE FOR THINKING - SPACE FOR ALIGNMENT - SPACE FOR GROUND TRUTH - SPACE FOR DOING - SPACE FOR LEARNING