01 · How it works
From what the enterprise believes to change it can defend.
A transformation is worth funding only when each step has its own evidence and its own authority. At every stage the work can continue, change direction or stop, and you keep the decision.
- KnowMandate and industry prior frame the questionsCortex
- ProveBeliefs tested against human and system evidenceCan stop: fix the process first
- ValueThe economic case for a qualified processEnterprise Delta
- DecideApprove, change or decline the proposed changeCan change or stop hereLeadership
- BuildContract and backlog → your engineers build → your authority releasesRelease is a separate gateNOVA
- RunControlled operation of what you released
- VerifyRealised cost and outcome against the approved caseEnterprise Delta
MemoryContext, versions and reasons across every stepHippo
02 · Evidence changes the plan
Test the work before committing to the change.
Cortex’s real deliverable is a decision about which process to address. Sometimes the evidence says do this first; sometimes it says fix the process first, avoid a pilot trap or leave it alone.
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What Cortex weighs
- Executive beliefWhat leadership expects the work to show
- Industry priorHow similar processes usually work: context, never proof
- Human and system evidenceWhat the teams, records and event logs actually show
Knowing when not to automate is part of the value. Only a qualified process goes on to an economic case.
03 · The economic decision
Know what the future costs, and who is authorised to choose it.
When Cortex qualifies a process, Enterprise Delta builds the full economic case. Leadership then decides separately whether to approve it, change it or decline it.
Three kinds of value, kept apart
- Net cash impactCan be negative. Only this can pay back the investment.
- Avoided costCost that would otherwise have been incurred
- Released capacityEffort freed for other work, not cash until a decision makes it so
Not added together. Sensitivity shows which assumptions carry the result; gaps stay named for finance review.
Leadership decidesA separate decision, not taken by Delta
Loading process example…Loading process example…Delta evaluates the economics; leadership owns the choice. An approved case still has to be built and released.
04 · Approved does not mean deployed
Keep the approved decision intact through delivery, and test what actually ran.
NOVA Build turns the approved change into work your engineers can pick up; NOVA Run operates only what your own authorities release. They are two planes of one Governed Execution System, and only what runs can be observed and evaluated.
Three kinds of evidence, never filled in from one another
- Build evidenceBacklog changes, tests, pipeline and release evidence, linked to the approved requirement and version
- Run observationsEvents, logs, traces, metrics and human decisions, only from released systems and only where permitted
- Economic assessmentEnterprise Delta, only with enough real evidence. A signal is not a saving.
Hippokeeps the versions, decisions and reasons across all three, so the enterprise can explain later why each step was taken
Works with your existing systems. NOVA works through the engineering and business systems you already use. Jira, Confluence and operational connectors are target integrations, not live today.
NOVA proposes the work; your engineers build it; your authorities release it. Only then is anything observed.
05 · Start from the decision you need
Explore an example. Assess your own process. Or plan enterprise transformation.
Three different starting points. None is a mandatory first step towards another.
Loading process example…Free · synthetic figures
Explore an example
Open a governed example, change its figures and see indicative economics.
Loading process example…Your figures are never stored; only the chosen example travels with you. It is not an assessment, a validation or a saving.
Open the free simulatorPaid · one named process
Assess your own process
Delta-Lite is a standalone workbench: your team sets out how the process really runs, and the process owner reviews the economic case before it is published.
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Plan enterprise transformation
Evidence, economics and, where authorised, governed execution, scoped to a business decision. Not every engagement uses every product.
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