Great tools can't close a human gap.
You've invested in the technology, trained people in the tools and built the processes. Yet performance still depends on how people behave, and the human system is usually left to chance.
“People don't resist change. They resist threat.”
Why change management fails, and what the brain is protecting →Believe. Think. Feel. Act.
Continuous improvement follows PDCA. The brain doesn't: most decisions are driven by emotion. BTFA balances the rational process with the human reality.
Beliefs shape predictions.
Our existing neural wiring, assumptions and past experiences influence what we expect, what we notice and what we believe is possible.
Surface the beliefs behind resistance before they stall delivery.
Stage 02 of 04, Think: Interpretation drives meaning.
We constantly interpret what is happening, what it means, what matters and what might threaten us, based on our beliefs and context.
For leaders: Recognise the thinking patterns that send decisions off course under pressure.
Stage 03 of 04, Feel: State changes capability.
Our physiological and neurochemical state affects attention, memory, judgement, empathy, creativity and our ability to solve problems.
For leaders: Work with emotion rather than around it, so people choose the change.
Stage 04 of 04, Act: Behaviour creates results.
Our decisions, communication, behaviour and habits shape our relationships, our working environment and the results we achieve.
For leaders: Build routines that hold when the pressure is on.
Does this sound familiar?
Friction slows decisions, increases rework and limits innovation. It rarely appears on a balance sheet, but it shows up everywhere else. Tick what you recognise.
Four ways in
The right support, at the right level, for lasting impact. From a five-week leadership experience to certifying your own BTFA coaches.
When human friction reduces, performance changes.
Same systems, same tools. Results observed at a manufacturing client over time, enabled by reduced friction, stronger collaboration and the delivery of key projects, supported by BTFA.
Trusted by leaders at organisations like these.
Across aerospace, automotive, manufacturing, rail, finance, mining and consulting.
- AEROSPACE
- AUTOMOTIVE
- MANUFACTURING
- RAIL
- FINANCE
- MINING
- CONSULTING
Start small.
Learn fast.
Scale deliberately.
A focused pilot lets you experience BTFA in your own context, build internal momentum and create the evidence you need to decide how to scale.
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01
Agree focus and scope
Define the objectives, participants and success measures for your pilot.
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02
Run the 5-week experience
Participants complete BTFA online, with weekly facilitated sessions.
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03
Reflect and evaluate
Capture insights and observable changes against the agreed criteria.
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04
Decide and scale
Use the learning to refine the approach and plan a broader roll-out.
- PARTICIPANTS
- 6–10 leaders
- DURATION
- 5 weeks
- TIME
- 15–20 hours in total
- FORMAT
- Self-paced online + weekly 90-minute live session
“BTFA has transformed our thinking about the human factors behind every aspect of organisational performance and culture. We have come together as a team in ways we simply hadn’t before.”
“A masterpiece. It’s now a key part of the Lean Operating Model deployment at GKN Aerospace.”
“Mind blowing. BTFA enables me to look back at all my previous training at Toyota and understand it 10X better than I did before.”
“I now appreciate how valuable it can be for leaders to understand the language of neuroscience and psychology in order to be more successful in managing change.”
“Ground breaking. I’m pleased we’re now using BTFA on a global basis at GKN Aerospace.”
“Everyone should do this course. BTFA has given me a skillset that extends beyond my profession.”
Engineers who studied the brain
More than a decade refining one model, built on a shared background in global manufacturing, philosophy, psychology and neuroscience.
David Bovis
Time-served precision engineer and mould-maker with 30+ years in WCM and Lean change across Europe. Former operations director and advisor to regulated professional services firms, including Grant Thornton.
Levent Turk
16 years at Toyota as Production GM, Quality GM and Country President. Led Lean transformations at Karsan and MAN Truck & Bus as a board member, and supported projects for VW, Renault, CLAAS, LC Waikiki and Toyota Boshoku. More than 30 years of senior leadership.
BTFAWhite Paper
Why the brain doesn't follow PDCA
Why Lean and continuous improvement stall when the human operating system is left out, and what leaders can change. We'll email you the PDF.
