To be in the change management business means we find ourselves with our clients in many different transitions, often substantial and profound.

Most often they involve five primary ways we add value:

Innovating Strategy

Analysis and Imagination

We are called upon to deploy both analytic and creative thinking skills to define and solve a wide range of business challenges in non-standard ways. Clients value our ability to think differently about their business, and help them to find creative solutions, often to do with growth.

Bridging Relationships

Bringing Together “Our Side” and “Their Side”

A key part of the planning and executing of strategies often involves bridging relationships under strain. We have an ability to “live in the middle”, seeing both sides of an issue in order to help people and teams deal with relational and ideological conflict in a productive manner.

Facilitating Conversation

Listening and Speaking

Our clients and their teams look to us as skilled listeners and responders in order to organize messy information in a way they can use to take action. From formal workshops to unstructured conversations, we ask revealing questions, listen carefully, find patterns in the responses, create conceptual categories and re-tell the story we hear in a way that makes sense and is useful to the client. When they say with satisfaction “Did we come up with that?!” we know we’ve done our job well.

Providing Perspective

Seeing from the Inside and the Outside

Our clients partner with us because we stay close enough to be relevant but far enough away to retain objectivity. We are “inside” enough because our experience with clients facing similar issues in other industries enables us to speak with relevance. At the same time, we stand “outside” of the organizational and political dynamics to name what everyone is thinking but perhaps no one will say, the classic role of the “third party”.

Nurturing Vision

Living in the “Here and Now” and the “Not Yet”

Our clients often compromise giving the necessary time to think about the long-term view in order to meet the demands of the moment. We have the ability of helping clients see their business over a longer time horizon – the “not yet” –  in order to help them make better decisions in the “now”.

In practice, that means our consulting craft consists primarily of:

  • The design and facilitation of workshops, retreats and learning programs that are part of a larger organizational transition
  • The delivery of individual leader and director performance feedback
  • The crafting and articulation of organization strategy – its ideas, logic and implications
  • The design of organization and governance structures and senior roles
  • The personal coaching of teams and boards, leaders and directors
Many other consultants make the same claims. If we are better at our craft than they, it is because we are quick studies, less personally remote than others and more adaptable and creative than most. Many of our clients keep us around for a while – that is perhaps the best evidence of all.
Scroll to Top