We both know your organization is capable of more than it's currently delivering
The gap between where you are and where you need to be is almost never about strategy.
It's about the organizational conditions that either support execution - or systematically work against it.
Some leadership challenges arrive with a clear diagnosis. Most don't.
A team that was functioning well six months ago is now pulling in different directions. A strategy everyone agreed on isn't moving. Decisions keep getting revisited. Something important feels harder than it should - and nobody can quite put their finger on why.
That is the space I work in.
I'm Eitan Nussbaum - organizational development consultant and executive coach with 20+ years of experience helping scaling companies, executive teams, and leaders in transition perform at a higher level and turn strategy into execution.
I work at the intersection of leadership, teams, culture, and organizational systems.
My approach combines organizational development methodology, executive coaching, systemic thinking, and dialogic practice - including organizational constellations - to reach the root of problems that conventional consulting tends to work around.
Based in Newton, MA. Working nationally and internationally.
What brings leaders and companies to Impossible OD
The signals are rarely dramatic at first.
Some friction at the top. Less clarity between people, where things once felt easier. Decisions being constantly revisited. A sense that something important should be moving more smoothly than it is.
Most leaders feel it before they can name it. That is exactly the right moment to have a conversation.
Scaling companies at a transition point
Growth creates organizational complexity faster than most companies can absorb it. Each stage of scale asks something different of the people, the structure, and the way decisions get made.
What works at 20 people breaks at 50. What works at 50 does not survive past 120. What works at 120 hits a ceiling at 200. And what gets a company to 500 is rarely what takes it further.
I help companies navigate those transitions intentionally - before the friction becomes a crisis, and before the cost of not changing becomes visible in the numbers.
Executive teams that need to perform differently
A leadership team in conflict, misalignment, or avoidance is a growth ceiling. I work with executive teams to surface what is really happening, build the conditions for honest decision-making, and move from fragmented effort to coordinated execution.
Strategy that isn't translating into results
Research from McKinsey shows that roughly 70% of strategic transformations fail to meet their objectives - not because the strategy was wrong, but because the organizational conditions for execution were not in place. Harvard Business Review puts the failure rate of change initiatives at a similar level.
Most companies don't fail at strategy. They fail at the organizational conditions that make execution possible: clarity of ownership, quality of decisions, speed of follow-through, and alignment across levels. I work at that gap.
Post-merger integration: culture and leadership alignment
M&A creates organizational fracture - misaligned cultures, uncertain leadership, broken processes, and talent risk. The technical integration gets done. The cultural and leadership integration is where value gets destroyed or protected.
I work specifically on the culture and leadership side of post-merger integration - helping organizations build the conditions for the combined entity to actually function as one.
Leaders in transition
Stepping into a new leadership role - whether a first executive position, an expanded mandate, or a significant step up - is one of the hardest things a leader will face. It is rarely recognized as the adaptive challenge it actually is.
What made you successful at the previous level will not make you successful at the next one. The instinct is to execute harder on what has always worked. The requirement is to let go of it and build something new. That is not a performance challenge. It is a fundamental shift in identity, approach, and method.
I work with leaders navigating that transition - helping them understand what the new role actually asks of them, release the patterns that no longer serve them, and build the capacity to lead differently.
What this work looks like in business terms
Organizational development is an enabler, not a direct cause. I don't close your deals or build your product. I remove the organizational friction that slows down the people who do.
Here is what that has looked like:
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An AI hardware startup stuck at the same headcount and revenue for two years tripled ARR and more than doubled headcount within 18 months of resolving its leadership dynamic. Series A closed. Series B in progress.
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A company with 10 strategic initiatives that had not moved in over five years completed 4 of them and has 4 more in active progress - including an AI transformation of its core operations.
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A leadership team fractured by internal tension completed a full international expansion within 24 months of resolving the organizational dynamic - an expansion that had been impossible while the team was pulling in different directions.
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IAI's aviation division improved net profitability from $1M to $46M on comparable revenue over four years, during a period of organizational development and leadership alignment work. (Public financial data. NDA-protected work.)
These outcomes have one thing in common: they became possible when the organizational conditions were right. Not before.
How I work
I don't arrive with a pre-built program. I arrive with a diagnostic instinct and a set of frameworks developed over 20+ years of practice.
Part of what makes this work effective is the ability to read what is actually happening in an organization - underneath the stated positions, the polished presentations, and the explanations people have rehearsed. That is not a criticism of anyone. It is simply the nature of organizational life: the presenting problem is rarely the root problem.
My practice draws on:
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Organizational development methodology - structural diagnosis, culture work, operating rhythm design, and performance architecture.
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Executive and team coaching - individual and group work that builds capacity rather than just solving immediate problems.
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Systemic and dialogic approaches - including organizational constellations, a certified methodology that surfaces hidden dynamics in organizations and teams that conventional methods often miss.
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The Island of Impossible framework - a proprietary developmental model built from 20+ years of pattern recognition across hundreds of leaders and organizations.
The work is always tailored. Some engagements are short and focused - a specific problem, a specific team, a defined outcome. Others are longer partnerships, embedded in the organization's growth over time.
Background and credentials
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M.A., Sociology and Organizational Development - Bar-Ilan University
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B.A., Psychology and Political Studies - Bar-Ilan University
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Graduate, MMDAs Organizational Consulting Program
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MBTI Certified
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Constellations Consultancy Certified
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Senior Organizational Consultant, AKT Global (Complementary to Impossible OD practice)
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Former Senior Organizational Consultant, EY People Advisory
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Former Head of Organizational Development and Learning, Israel Aerospace Industries (Aviation Group)
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Former Organizational Development Manager, Defense organization
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Author of three books on leadership and organizational development:
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The Island of Impossible - A Children's Tale of Leadership
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Tales of the Consultant - Short Stories about Organizational Development and Leadership Consultancy and hopefully some lessons too
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HaMasa L'Ee Efshar (Hebrew)
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Creator of the Island of Impossible framework and card deck
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Organizations worked with include: Teva, CyberArk, SodaStream, Israel Aerospace Industries, Birthright, and organizations across pharma, defense, cybersecurity, startups, academia, and healthcare
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Languages: English and Hebrew (native bilingual)
Explore the questions leaders most commonly ask before working with Impossible OD - read the FAQ.
Learn more about the services Impossible OD offers.
If something in your organization feels harder than it should - you already know it. You may not have the words for it yet, but the feeling is real and it is costing you.
That is exactly what an exploratory conversation is for. No commitment, no pitch.
Just an honest look at what is happening and what would actually help.
It won't solve itself.
The longer you wait, the more it costs you.
Book a call. Let's find out what's really going on.