Founder · Consultant · Author · GLCM creator
Harald Lavric
Working to make continuous organizational change more coherent—and more workable.
I work where leadership, strategy, and everyday operations meet—especially when several changes are competing
for the same attention, capacity, and trust.
My work is shaped by more than three decades inside health-sector organizations and by a question that has
stayed with me: how can organizations become better at continuous change without making the work harder for
the people expected to carry it?
Founder, GRIFFOX Consulting
Creator, GRIFFOX Layered Cake Model™
The ambition behind the GLCM is substantial: to help organizations move from managing isolated
change projects toward developing a coherent capability for continuous change.
- 30+years of health-sector experience
- FounderGRIFFOX Consulting
- CreatorGRIFFOX Layered Cake Model™
- Perspectivepublic- and private-sector organizations
Experience from inside the organization
I did not learn about change from a distance
I spent more than thirty years working in the German health-insurance system across customer service,
auditing, organizational development, compliance, risk management, and leadership-related responsibilities.
That experience gave me several views of the same organization. I saw how a strategic decision appears from
the executive level, how controls and risks shape it, how managers interpret it, and how employees and
customers eventually experience it.
Change was never separate from the daily work. Customers still needed answers. Regulatory obligations
continued. Teams carried earlier experiences into every new initiative. A new project entered an organization
that already had a history, relationships, systems, habits, pressures, and unfinished work.
What I kept seeing
Capable organizations can still struggle to connect change
The problem is often not a lack of expertise, effort, projects, data, or good intentions. It is the absence of
a shared architecture that connects them across the organization.
-
01
Fragmented change
Each initiative may make sense on its own while the combined effect creates conflicting priorities,
duplicated work, or more change than the same people and systems can realistically absorb. -
02
An ownership gap
Projects can deliver outputs, but permanent teams and operational units must make the change workable,
sustain it, and live with the consequences after temporary structures have moved on. -
03
An incomplete enterprise picture
Local teams see friction and emerging effects. Leaders see reports and strategic priorities. Without a way
to connect those signals, important decisions are made from different versions of reality.
Why I created the GLCM
A wider frame for continuous change
The GRIFFOX Layered Cake Model™ began as a way to give an individual change initiative enough structure to
move forward without pretending that it starts from a blank page.
It grew because the initiative alone was not enough. Change also had to become workable in permanent
operations, and leaders needed a clearer picture of capacity, dependencies, risks, and effects across many
changes at once.
The GLCM now connects three perspectives: the initiative, the operational units in which change becomes real,
and the enterprise decisions that shape the wider change system. It is recursive because every outcome changes
the organization and becomes part of the starting point for what comes next.
It is not intended to replace established project, change, risk, or improvement disciplines. It provides an
organizational architecture in which those disciplines can be connected and used more coherently.
One architecture · Three connected perspectives
-
01
InitiativeStructure the change -
02
OperationsMake it workable -
03
EnterpriseConnect signals and decisions
Recursive by design Outcomes and learning change the Foundation for the next cycle.
The larger contribution
My aim is to contribute a more coherent way of organizing continuous change—one that connects initiative
structure, operational ownership, enterprise governance, and learning from one change to the next.
Working with organizations
Start with one real situation
I do not begin by forcing an organization into a predetermined package. I begin by understanding what is
happening, what people are experiencing, and which decisions are becoming difficult.
Efficiency is not simply doing more with fewer resources. It often begins by reducing duplicated effort,
unclear ownership, contradictory priorities, avoidable handoffs, and decisions made without a shared picture.
A useful conversation may begin when…
Your organization is doing a great deal of change—but cannot clearly see how it fits together.
- Several initiatives are affecting the same teams, processes, or critical roles.
- Project reporting and operational experience are producing different pictures.
- Responsibility becomes unclear when temporary work must become normal operations.
- Leaders need better visibility of capacity, dependencies, risks, and unintended effects.
01
Leadership working session
Develop a shared picture of a live change situation and identify which initiative, operational, and
enterprise questions need attention.
02
Change-system diagnostic
Examine concurrent initiatives, affected units, ownership, capacity, dependencies, signals, and governance
to reveal the wider organizational pattern.
03
Architecture and advisory support
Design practical connections among leadership direction, initiative work, operational responsibility,
information flows, and organizational learning.
No presentation is required
Bring the situation as it actually is
The first conversation is exploratory. Its purpose is to understand the situation and decide whether this
perspective can add value before an engagement is defined.
Professional background
A cross-functional view of organizational reality
My perspective has been shaped by roles that required different kinds of questions: What does the customer
need? What must the organization control? What can a team realistically implement? What are leaders not yet
seeing? And what will remain after the project ends?
Experience
More than three decades in the German health-insurance system
Work spanning customer service, auditing, organizational development, compliance, risk management,
leadership-related responsibilities, and organizational change.
Graduate education
M.A. in Business Coaching and Change Management
Change practice
Prosci Change Practitioner
Governance perspective
Training across privacy, auditing, risk, and project work
Current work
Leadership, strategy, organizational change, and the continuing development of the GLCM
Writing and the book
The public work and the deeper work serve different purposes
I am developing a book about the GRIFFOX Layered Cake Model and the wider organizational architecture that has
grown around it.
This website is the authoritative public home for the model, its language, and its authorship. Articles and
outside publications explore selected questions for leaders, practitioners, and readers who are interested
in continuous organizational change.
The book is where the complete reasoning, research, comparisons, examples, and practical resources can be
developed at the depth they require. Detailed repositories, assessment tools, thresholds, decision rules, and
implementation resources are intentionally not reproduced on the public website.
Short professional biography
About Harald Lavric
Harald Lavric is the founder of GRIFFOX Consulting and creator of the GRIFFOX Layered Cake Model™. His work
focuses on the connections among leadership, strategy, organizational change, operational responsibility,
and enterprise decision-making. The GLCM grew from more than three decades of experience in the German
health-insurance system and from a continuing effort to understand how organizations can make multiple,
overlapping changes more coherent and workable. Harald advises public- and private-sector organizations and
is developing a book and wider body of writing about the GLCM and continuous organizational change.
This biography may be used for event, publication, and interview introductions with attribution.
A practical place to begin
A serious conversation can begin with one real situation.
If your organization is navigating overlapping changes, unclear ownership, constrained capacity, or a gap
between strategy and operational reality, tell me what you are seeing.
Harald Lavric · Founder, GRIFFOX Consulting · Creator, GRIFFOX Layered Cake Model™ · © 2026 GRIFFOX Consulting