The JUBAP Framework
Jump Up Business Action Plan — the adaptive system at the core of everything we do.
Stewarded by The Integral Management Society / IMSV.org · Be Integral — Make It Integral — Transcend It
Built for organizations that have too much method, not too little
JUBAP exists for a specific kind of organization: not the one that lacks structure, but the one drowning in it. Companies already running Lean, TPM, Six Sigma, Kotter, Balanced Scorecard and ISO, yet still unable to turn strategy into coordinated behaviour and visible results.
The problem was never the absence of method. It was method abundance — frameworks running in parallel, each adding documentation, none translating into movement. Its Spanish name says it plainly: Plan de Salto Organizacional, an organizational leap. Organizations rarely change through slow incremental optimization alone. They change through leaps: a few carefully placed, high-leverage interventions that release momentum the system already contained — strategic vision above, laser-focused intervention below, and a cascading positive effect that keeps moving after the consultant has gone.
It is not a binder. It is the soul of the practice.
A conviction, forged in the field, named at Nestlé
A philosophical root
Before JUBAP was a framework it was a conviction — the Nueva Perspectiva model. Every mental system, whether an individual, a team or an organization, is structurally inadequate to solve the problems of the reality that created it. This is not a flaw to fix by thinking harder; it is structural. A system cannot be optimized out of its own blind spots — it can only be transcended. JUBAP is the organizational translation of that principle.
A field lineage before it had a name
The pattern that became JUBAP — strategic vision + a small, precise intervention + a cascading effect — was forged in some of the most demanding environments in the Americas. In Mexico’s politically exposed national programmes, including the Chicontepec / PEMEX megaproject ecosystem, where any abstract transformation died on contact with reality and only precise, propagating change survived. It was sharpened by years of work on productivity through human transformation: in a controlled study at a PEMEX hydrocarbon-transport concessionaire across ~35,000 km² of northern Veracruz, teams trained in introspection and mindfulness showed marked gains against a control group — preparation time and strategic-task resolution up, incidents and process variability sharply down. At ADO Mobility, JUBAP-style workshops in Poza Rica produced two consecutive National Quality Awards and field-invented ideas that spread on their own. And it was tempered by social and community work with indigenous and rural communities — where change could never be imposed and only ever happened when people could join it.
The moment it was named
JUBAP became JUBAP at Nestlé, which asked for a focused intervention and a method to turn around a problematic plant under simultaneous pressure on production stability, maintenance (TPM) and compliance. Nestlé did not lack method — it had a dense architecture of internal pillars and Kotter already in place. What was missing was the oil between the pillars. JUBAP was woven directly into that existing architecture, adding zero additional burden, and its cross-cutting diagnostic showed its signature move: what looked like complex organizational resistance traced back to one small machine whose effects were quietly threatening the whole plant. This was the first full-cycle deployment, and the first reusable Target Operating Model.
Seven convictions that hold the system together
Change begins by changing
Even a small first step, strategically chosen, starts a positive snowball. The ideal is to arrive at the workshops already carrying early victories that seemed impossible.
The resources are already in the room
Mature organizations already contain the people, knowledge and means they need. The task is to activate what exists in the right sequence, not to add more.
Touch buttons, not build cathedrals
A few specific, well-placed interventions can cascade through an entire operation. Find the high-leverage buttons and press them.
Resistance is concrete and solvable
It is not an abstract cultural fog. It lives in specific stakeholders, at specific steps. If you can map it, you can dismantle it.
Movement creates information
Acting reveals what no amount of upfront analysis would. JUBAP is biased toward producing real movement early, then learning from it.
Never leave the organization dependent
Transformation should not require the consultant’s permanent presence. JUBAP leaves behind upgraded internal capacity, not a recurring need.
Complement, never replace
JUBAP was conceived to coexist. It makes other methodologies work together; it does not compete with them.
Not a methodology — an adaptive system
Most methodologies assume the structure of the business stays stable and that progress means optimizing within it. JUBAP starts from the opposite recognition: the most decisive moments are precisely when the underlying regime changes — a megaproject cancelled, regulation shifting overnight, a market assumption proven false. In those moments the organization does not need a better plan. It needs a better capacity to plan under uncertainty.
Adaptation to context
No fixed template. JUBAP reads the environment — regulation, governance, market, culture, maturity, constraints — and configures itself accordingly.
Adaptation of the change process
It adapts how it manages change to what the situation demands, and to which other frameworks and standards must coexist. Different every engagement.
Symbiosis
The deepest level: leave the organization itself more adaptive — designing interventions that stay valid across several possible futures, not optimized for one.
The proof was AICM. JUBAP built an operating model and an activated workforce that stayed valid whether the airport megaproject proceeded or was cancelled. When it was cancelled, the organization was already prepared — adaptive capacity across scenarios, not a bet on one.
JUBAP vs. traditional change management
| Traditional | JUBAP | |
|---|---|---|
| Starting point | Add new frameworks / documentation | Activate what already exists |
| Focus | Broad organizational programmes | Specific high-leverage «buttons» |
| Speed to impact | 12–24 months typical | ~3 months for a meaningful shift |
| View of resistance | Abstract cultural problem | Concrete, mappable, solvable |
| Action volume | Many parallel initiatives | Few, surgically chosen actions |
| Bureaucratic load | Often adds reporting layers | Designed to add zero burden |
| Regime change | Assumes a stable horizon | Valid across multiple futures |
JUMP UP
The acronym is not decoration — it is the operating logic, and we lay it out in full. JUBAP works in two movements that pull in opposite, complementary directions.
UP — change the level
The reframing move — Nueva Perspectiva made practical. Organizations trap themselves in framing: «we can’t act until management approves,» «another department owns this,» «the customer hasn’t asked.» UP asks what becomes possible seen from the receiver and the wider system. It does not invent resources; it changes the boundary inside which actions are even imagined. Without it, teams never see the full menu.
JUMP — filter the action
Once perception is expanded, JUMP filters. It is an action-quality test — familiar enough to feel like SMART, but with a distinctly JUBAP meaning across four letters.
Joinable
From the very first moment, the people who must make it work can — and will — get behind it: willingness, ownership and the capability to actually enter the action. The human entry point, present from the start.
Unblocked
The surrounding system permits it to proceed — authority, approvals and critical dependencies are clear, with no hidden governance, regulatory or architectural barrier in the way.
Measurable movement
Two things at once. The action is concrete and resourced — real resources, real things you can begin, not a title and a budget line. And it produces measurable movement: observable evidence that it has actually started to move and have effect.
Propagating
The value travels through the value chain — beyond its own owner, to receivers, downstream teams, clients, even the client’s client. Propagated value returns as trust, priority, lower friction and adoption. A systemic investment, not charity.
UP expands perception. JUMP filters action.
Evolution note — the original workshop mnemonic (Easy to Join · Unique · Able to Move · Precise) was sharpened into Joinable / Unblocked / Measurable movement / Propagating. The most deliberate change was M, from Movable to Measurable movement: it now demands both concrete resources and observable evidence of real motion. The philosophy is unchanged; the wording is clearer. This is part of the framework’s own evolution.
Negative CapEx
The JUMP UP filter is not only the way you choose the one big leap. It is a diagnostic you can run on any organization, at any time, against the work it is already carrying — the backlog, the portfolio, the roadmap. Test each active initiative honestly: Is it joinable, or will the people who matter quietly refuse it? Is it unblocked? Does it have measurable movement — or is it a title with a budget line and no motion? Does it propagate — or create value for one corner only, a feature the customer’s customer never wanted?
What this reveals is uncomfortable and valuable: how much of the portfolio is already execution-fragile, and how much capacity — budget, time, leadership focus — is frozen inside initiatives that were never going to move. The value of JUBAP is not only in what you do; it is just as much in what you stop, park or redesign, and the resources you release.
▸ Read each initiative on two axes: execution fragility × propagating value
Viable and its value travels. Move now.
Worth it, but not yet real. Make it joinable, unblock it, resource it.
It can move, but the value stays local. Unless mandatory, wait.
Frozen resources with no propagating return. Free them.
This is why JUBAP is not just zero additional burden on the methodological side. It is negative CapEx. Running the filter as the first step already delivers value — it surfaces the initiatives carrying high risk of never executing or returning. With part of the resources that liberation releases, the intervention funds itself. We do not begin by asking the client for more budget, or for more paperwork. We begin by finding value the organization already owned and could not see.
That is what ties JUBAP so tightly to rationalization from day one: before adding anything — more projects, more consultants, more AI initiatives, more spend — we measure what can really move, and redirect frozen resources toward the few actions that are viable and propagating. Value before cost.
Do not start with what blocks you. Start by finding what can move. Then choose the actions whose value can propagate.
A toolkit it mostly borrows from you
Everything below is an example, not a fixed kit. JUBAP is adaptive — it does not follow the same path twice and it does not impose its own tools. Because it adds zero burden, it reuses whatever is already in the company and only reaches for one of its own instruments when no equivalent exists. We never add something simply because we like it. These are the repertoire it can draw on and configure to the situation.
Focus ON — the integral diagnostic
When the organization has no adequate equivalent, JUBAP reads it through an integral, cross-cutting lens — for example motivations and personal development, interests, the work environment, systems and competencies, programme objectives and the implementation programme itself. The exact perspectives adapt to the case. The most important output is the interaction map: which perspective is the true root cause and which are merely circumstantial — because resistance in even one neglected perspective can sink the whole project.
The Change Management Dashboard
A matrix of stakeholders against Kotter’s eight change steps, every cell carrying one of seven ordered, colour-coded statuses. It turns «resistance» from a vague worry into a visual, quantifiable map of exactly where change is progressing or blocked, with companion scores for resistance and opportunity.
The Drag Effect (Efecto de Arrastre)
The most powerful concept in the toolbox: unlocking one cell cascades positive change through adjacent cells without the facilitator intervening directly. High-opportunity cells are scheduled first; leadership-commitment cells carry the greatest drag.
Button Points & the Liberation Strategy
From the dashboard’s drag-effect analysis comes the sequenced intervention plan — the Liberation Strategy — built around the specific small interventions that release cascading effects. «Touch buttons, not build cathedrals» turned into an executable sequence.
The JUMP UP workshops & experiential layer
Where perspective actually shifts. JUBAP can use experiential methods — for example the Life Game role-play, or guided introspection and mindfulness sessions adjusted to the group. These are examples of how the shift can be produced, not a required ritual. The aim is constant: actions only conceivable after the frame has changed, that pass the JUMP UP test.
The guardrails
JUBAP names its own failure modes so they can be avoided: the Vaccination Effect (premature celebration lets the root cause reassert), the Change Management Trap (no commitment and no results), and the Middle Management Sandwich (blockage at leadership and operational levels at once).
The oil between the pillars
This is not an afterthought — it is the reason JUBAP exists. It does not replace Lean, TPM, Six Sigma, Kotter, Balanced Scorecard, ISO or any internal system. It acts as the facilitator that makes them work together — the activation layer between pillars that were each individually strong but collectively fragmented.
Concretely, it plugs into what is already there: Kotter’s eight steps become the columns of the dashboard; existing KPIs, ERP and production data become the measurement layer; the organization’s own cascade and pillar structure becomes the scaffolding the leaps move through. Nothing is duplicated, and — by explicit design — no additional documentary or reporting burden is added. At Nestlé this was the whole point: JUBAP wove into the existing architecture, reduced friction between competing methodologies and accelerated TPM, Lean and compliance — without becoming another parallel programme.
A first-principles system, honest about its shoulders
JUBAP is a first-principles system, but it stands on identifiable foundations — and, at its base, the Nueva Perspectiva conviction that systems must be transcended, not optimized from within.
JUBAP is designed, governed and preserved by The Integral Management Society / IMSV.org, the Swiss frontier institution holding methodological stewardship across the ecosystem, with the framework’s intellectual property formally registered. It is delivered through the JubAp units — strategy and governance (JubAp.eu), engineering (JubAp.net) and distributed integration and value realization (JubAp.us).
A system that changes perspective before it acts, presses the few buttons that move the whole, and leaves the organization more adaptive than it found it — making everything it already owns finally work together.
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