What could HOW mean for your organisation?

Eight illustrative applications. Each describes a recognisable problem, who and what is involved, how HOW could support the work and the outcomes an organisation could evaluate. They are examples to explore with your teams, not descriptions of current deployments.

Government A change to a public service has to work across several departments, stand up to scrutiny and still make sense to whoever reviews it years later. Read the application → Defence Equipment readiness and maintenance priorities depend on engineering evidence, operational experience and supplier knowledge, while the people who hold that knowledge change post. Read the application → Health and care Delayed discharges and pressure on service capacity depend on decisions shared between hospital, community and social care teams, each holding part of the picture. Read the application → Universities and research Interdisciplinary projects and funding bids draw on expertise spread across departments, and much of what is learned leaves when a project ends. Read the application → Critical infrastructure A recurring asset failure involves operators, contractors and assurance teams, each holding part of the evidence, and earlier fixes have not lasted. Read the application → Financial services Recurring customer complaints point to a process issue, but the evidence sits across operations, compliance and product teams. Read the application → Energy and transport Maintenance outages and timetable changes must balance demand, asset constraints, workforce availability and customer impact. Read the application → Large enterprise Cross-functional decisions on supplier performance, product launches and transformation stall between competing priorities. Read the application →