Depth when you need it
Value, capacity, buy-in and adoption.
The core of Trellis is a plan that stays true. Around it sit four tools most teams reach for once the plan is running: what the work is worth, who has the time, where people stand, and whether the habit is taking hold.
The problem
A plan can be current and still be unaffordable, unstaffed or quietly resisted.
Spend gets blended with value until nobody can tell a good bet from an expensive one. Projects launch with nobody’s time behind them. Disagreement stays in the corridor. And the rollout is judged by whether the numbers are green, which teaches people to hide the red ones.
How Trellis handles it
Four records, each kept separate on purpose.
01
The value case
The bet (what an objective is declared to be worth, and why), the evidence (the movement initiatives claim in its measures) and the burn (spend and hours) sit side by side and never blend. None of them changes a health color.02
Capacity
A project is not a project until someone’s time is committed to it. Record who, what share of their week and for how long; Trellis flags unstaffed work and anyone committed past what they have. It never moves a date or assigns a task for you.03
Buy-in
When someone proposes to defer or stop part of the plan, people record where they stand: agree, agree with reservations, disagree or abstain, with a reason. Positions are kept, never averaged, and never decide the outcome. A named person holds the decision.04
Adoption
The adoption report shows whoever leads the change whether the practice is taking hold: who is active, who has lapsed, and how long new people take to make their first contribution. Recognition for keeping the plan current rewards the act, never the outcome: a red reading counts the same as a green one. The recognition can be switched off.
What you see
Bet, evidence and burn, side by side.
The bet
The declared worth of the objective, with the reasoning and who declared it. Every change is versioned.
The evidence
What each initiative claims it will move, checked against the measure’s own distance from baseline to target.
The burn
Running totals of spend and hours against each initiative, recorded as they happen.
Why it matters
The questions a CFO asks after “are we on track?”
Is it worth what we are spending? Who is actually doing it? Did the people who have to live with this decision say so on the record? These are what turn a plan into an investment case, and they are all in the same place as the plan.
The rule behind it
Measure the practice, never the people.
Recognition goes to keeping the plan honest, not to hitting the number. Buy-in is recorded, not scored. Capacity is arithmetic, not scheduling. Each tool informs a decision a person still makes.
See your own plan in Trellis.
30-day trial · No card · Everyone in your company can view for free