Release the performance trapped inside your organization.

See to Solve helps complex organizations get more capacity, faster execution and measurable results from the people and resources they already have.

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Founded by Dr. Steve Spear, MIT Sloan Senior Lecturer and author of The High-Velocity Edge.

Research meets results.

Steve has spent three decades studying how exceptional organizations learn and perform. Maria has spent more than 20 years applying those principles inside complex organizations. Today they work together.

Toyota Production System for Executives

Steve and Maria facilitate the workshop with leaders from Toyota’s Tier 1 supplier network, using an experiential approach Steve originally developed to help leaders learn and apply the Toyota Production System.

Dr. Steve Spear

Founder, See to Solve · Senior Lecturer, System Dynamics, MIT Sloan

Harvard doctorate MIT master’s degrees in engineering and management Author, The High-Velocity Edge 2026 AME keynote speaker

Steve has spent three decades studying why some organizations dramatically outperform peers with comparable people and resources. His research into Toyota helped shape some of the most influential thinking in operational excellence and organizational learning.

His work helped form the Alcoa Business System and DTE operating system and has informed major programs at Intel, GSK, Pratt & Whitney, Intuit and Novelis. He is the author of The High-Velocity Edge and co-author of Wiring the Winning Organization.

The High-Velocity Edge by Steven J. Spear — *The High-Velocity Edge*

Wiring the Winning Organization by Gene Kim and Steven J. Spear — *Wiring the Winning Organization*
Shingo Publication Award

Maria Mentzer

Enterprise Performance Coach

MIT Leaders for Global Operations alumna MBA + S.M., MIT Former Intel NSG Former Senior Director, Solidigm

Maria first encountered Steve’s work while leading Lean transformation in an Intel semiconductor fab. Applying the principles, her team cut cycle time from three months to three weeks and became, at the time, the fastest semiconductor fab in the world.

She later studied with Steve at MIT, brought him into Intel as a consultant, and spent the next two decades applying the approach. Today, she turns the research into leader immersions, coached Model Lines and internal capability organizations can carry forward themselves.

Daniel Gordon

Founder · Customer Success Officer

More than 20 years turning complex customer needs into practical software people can actually use.

James Wolfe

Founder · Chief Executive Officer

More than 20 years in software architecture and product development, leading the technology behind See to Solve.

When performance gets released.

Global technology

10h → 10m

Customer sample response

Nine workaround steps had become part of responding to a customer request. The team found the underlying data problem, removed the workarounds and cut response time in less than four weeks.

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Government operations

~150d → 82d

Equipment overhaul pilot

Work repeatedly stopped for materials and paperwork. Leaders and support teams changed how the job was prepared so the work could begin with what it required.

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Global consumer

50% MORE
OUTPUT

Without increasing headcount

One packing-line change was assessed at a 50% improvement with the same team. Across the areas examined, the client’s post-event analysis identified a wider capacity opportunity with existing headcount.

Client post-event analysis. Continued practice is needed to establish and sustain the gains.

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“We’ve had several lean consultants come in trying to solve this problem … because it is our solution, we have momentum.”

The answer didn’t leave with the consultant.

The team owned the solution and had the capability to keep working it.

Engineer
Global consumer organization

The See to Solve process.

Start with a result the business needs to improve. Use it to develop a way of working that more teams can adopt.

One leadership sliver

Senior leaderOperating leadersFront-line leaders

Then into real teams

Model Line A

Internal coach

Model Line B

Internal coach

More slivers · more teams · more internal coaches

Leadership routines · PMO · HR · communications · software

01Ignite

Leaders understand and feel it before they can lead and live it.

Start with a leadership sliver: the senior leader and the leaders beneath them who shape the conditions around the work. Through immersion, they experience the improvement dynamic themselves and see their role differently.

02Bring it home

Take that leadership into real work.

The sliver brings teams underneath it into coached Model Lines. Leaders and teams work on real processes, see what is getting in the way, test changes and measure what happens.

03Do the reps

Build coaches inside the organization.

Teams keep practicing and internal coaches emerge from the work. They learn to facilitate, coach leaders and help the next teams build the same capability without depending on us.

04Sustain + spread

Repeat the pattern until it becomes how the organization runs.

More leadership slivers, teams and internal coaches carry the practice outward. Leadership routines, a small support team, HR, communications and software reinforce it as it spreads.

Custom software built to support and sustain.

Flow™ and Alert™ keep the work, problems, experiments and follow-through visible as teams practice and the capability spreads across a complex organization.

Flow™

Keep the work and the learning together.

Flow™ gives cross-functional teams a living view of the work. Map responsibilities and handoffs, capture the problems teams find, run experiments and keep what is changing visible so the practice can continue between sessions and across locations.

Explore Flow™ →

Alert™

Surface problems where they happen.

Alert™ makes it quick to raise a problem, route it to the right responders and see it through to a response. Teams get faster help and leaders get visibility without adding another reporting layer.

Explore Alert™ →

Leadership challenge

Get Out of the Room Challenge

When the only way to get more done seems to be:

“We need more people.”

For senior leaders running complex organizations who own the outcome, can change the conditions, and are willing to go see the work firsthand.

Apply to join → See the challenge →

See what this could look like in your organization.

Tell us what you are trying to improve and where progress keeps getting stuck.

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