How are AI voice interviews different from surveys?

Surveys are useful for identifying broad patterns. Adaptive voice interviews go deeper: they can follow up on answers, ask for concrete examples, explore inconsistencies, and uncover why people experience the transformation differently.

How does the platform know what to ask?

Interviews are grounded in the transformation context — including roles, practices, process changes, ART structure, tailoring decisions, and the intended way of working. Questions can therefore focus on the specific transformation issues you want to understand rather than using a generic questionnaire.

Can interviews distinguish resistance from a process problem?

That is one of the main goals. Findings can show whether friction comes from understanding or adoption, unclear roles, local constraints, conflicting processes, poor tailoring, or an operating model that simply does not fit the work.

Are the interviews confidential?

Interviews can be run confidentially so participants can speak openly. Results are analysed across the selected population to surface patterns and root causes rather than turning the assessment into individual performance monitoring.

What happens after a problem is identified?

Findings are connected back to the relevant transformation questions and, where applicable, to roles, practices, tailoring decisions, or process elements. Leaders can then address communication or adoption issues where those are the cause — or change the operating model where the process itself needs improvement.

Transformation · Readiness & Resistance

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How resistance gets labelled

“A people problem”

What is usually underneath

Unclear roles

Conflicting processes

Poor tailoring

Local constraints

Lack of confidence

Process does not fit the work

Illustrative. One label hides six different fixes — and only one of them is a communications fix.

The core problem

Transformation leaders can see adoption metrics, Jira activity, survey scores, and retrospective output, but those signals rarely explain why teams are struggling with the change.

Where it breaks

Resistance is often labelled as a people problem when the underlying causes may be unclear roles, conflicting processes, poor tailoring, local constraints, lack of confidence, or a process that simply does not fit the work.

What changes

The operating model supplies the interview context: roles, practices, process changes, ART structure, tailoring decisions, and intended ways of working. AI voice interviews then probe what is happening in practice and return evidence-backed root causes linked to the transformation questions and relevant process elements.

Operating model in

Roles · practices · process changes · ART structure · tailoring decisions · intended ways of working

Evidence out

Root causes linked to the transformation questions and the process elements they concern

The diagnostic, end to end

STEP 1Define the diagnostic
Choose what you need to understand: adoption friction, role clarity, confidence in new practices, local workarounds, leadership alignment, or another transformation question.
STEP 2Listen across the transformation
Run confidential, adaptive surveys and AI voice interviews across selected roles, teams, and ARTs.
STEP 3Connect resistance to the operating model
Relate findings and root causes to the practices, roles, tailoring decisions, or organizational constraints they concern.
STEP 4Act on evidence
Change communications where understanding is the issue; change the operating model where the process itself is the issue.

A concrete example

Assumed

Leadership believes PI Planning is failing because teams resist SAFe®.

Found

Interviews across several ARTs show that teams are working around the process because dependencies cannot be resolved under the current role model.

Therefore

The finding points to an operating-model issue, not a communications problem.

Outcome

A transformation health assessment grounded in both the process people are supposed to follow and the lived experience of the people actually following it.

Product capabilities

Product capabilities behind this use case

Reaching the whole organization, attaching what it says to the operating model, and asking what the answers mean for the process people actually work to.

Adaptive Surveys & Voice InterviewsRun the diagnostic across the organization at a scale interviews alone cannot reach, adapting what is asked next to what a respondent has already said.Explore Adaptive Surveys & Voice Interviews Findings Connected to the ModelAttach what you hear to the roles, practices, and work products it is actually about, so resistance points at something you can change rather than at a mood.Explore Findings Connected to the Model Copilot RecommendationsAsk what the findings mean for the operating model and get proposals grounded in the process the organization runs, not in transformation theory.Explore Copilot Recommendations

Questions we get

How are AI voice interviews different from surveys?: Surveys are useful for identifying broad patterns. Adaptive voice interviews go deeper: they can follow up on answers, ask for concrete examples, explore inconsistencies, and uncover why people experience the transformation differently.
How does the platform know what to ask?: Interviews are grounded in the transformation context — including roles, practices, process changes, ART structure, tailoring decisions, and the intended way of working. Questions can therefore focus on the specific transformation issues you want to understand rather than using a generic questionnaire.
Can interviews distinguish resistance from a process problem?: That is one of the main goals. Findings can show whether friction comes from understanding or adoption, unclear roles, local constraints, conflicting processes, poor tailoring, or an operating model that simply does not fit the work.
Are the interviews confidential?: Interviews can be run confidentially so participants can speak openly. Results are analysed across the selected population to surface patterns and root causes rather than turning the assessment into individual performance monitoring.
What happens after a problem is identified?: Findings are connected back to the relevant transformation questions and, where applicable, to roles, practices, tailoring decisions, or process elements. Leaders can then address communication or adoption issues where those are the cause — or change the operating model where the process itself needs improvement.

Services for transformation readiness

Need help running the diagnostic?

PEDCO can run the diagnostic with you and act on what it finds — the readiness and adoption work, and the assessment practice that keeps measuring whether it landed.

Transformation & AdoptionSupport the introduction, evolution, and scaling of SAFe® with transformation diagnostics, operating-model design, adoption planning, and targeted improvement.Explore Transformation & Adoption Assurance & Continuous ImprovementAssess processes, documents, and people; verify adherence against the effective process; investigate recurring friction; and turn findings, metrics, feedback, and new ideas into governed improvements.Explore Assurance & Continuous Improvement

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