How it works
Every stage of the program exists to solve the same problem: transformation designs that never get properly built. The workshop puts the design capability inside your team. The review gives you an honest baseline. The coaching governs the build and protects the time to do it. The annual review keeps you honest about whether it lasted. Here is what each part involves.
Stage 1.
Candidate Perception Report (free)
Before any conversation about the program, we produce a Candidate Perception Report for your organisation at no cost. We build it from public information about your careers presence and a mystery-shop of your live application process, so it reflects what a real candidate goes through rather than what your systems are supposed to do. Candidate experience is one of the most visible symptoms of an operating model that has been designed but not fully built, so the report is usually the first evidence of where the implementation gap is. There is no obligation attached to it.
Stage 2.
Two-day workshop, onsite
We spend two days onsite with your team teaching the foundations of discovery and future-state design. This is the part of consulting most firms keep to themselves so they can be hired to do it again. We hand it over deliberately, because the point of the program is that your team can run this thinking without us. It runs once per client. You do not need to repeat it.
Stage 3.
Experience Review
The Experience Review is a paid, independent assessment of your current state. It is produced after structured interviews across four stakeholder groups, so it reflects the voice of the business rather than the view from inside the TA team alone. Every review is scored against the same rubric, which means your result can be compared honestly over time and against a consistent standard rather than a reviewer's mood on the day. The review is conducted independently of your team, and that independence is the point.
Clients sometimes ask why, if we have just trained their people to run consulting work, those same people cannot run the review. The answer is that independence is not a skill your team lacks. Even the best teams struggle to honestly assess itself, in the same way a surgeon does not operate on their own family. Keeping the review independent makes it more valuable, not less, and it does not undercut the training at all.
Stage 4.
Twelve months of fortnightly coaching
This is the heart of the program and the part that actually fixes the implementation problem. Over twelve months, we meet your TA lead fortnightly. In the early sessions we co-design the future-state operating model and the roadmap. From there, the sessions govern delivery: keeping the roadmap on track, working through the decisions and blockers as they come up, and protecting the focus so implementation does not quietly slide back under the weight of business-as-usual. The coaching is one-to-one with your team rather than a group program, because no two transformations are the same and the work has to follow your specific roadmap. At the end of the twelve months your team rotates out of active coaching, with the model built and the capability retained.
Stage 5.
Annual review
Once the coaching finishes, an annual review measures whether the transformation held and how the function has matured. It uses the same independent method and the same rubric as the first review, so you get a like-for-like read on progress year on year rather than a fresh opinion each time. This is how you keep a transformation honest after the consultants have gone.