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We are thinking exit strategy from Day 1. For our executives to tackle the next challenge, for our client collaborators to take on broader swaths of challenge more effectively, and for Return to help clients successfully tie off any dependencies when a project completes the post go-live stabilization phase of work.

We succeed when your organization continues to realize value after we’re gone.

One way we evaluate our success is what your team members do with the newfound comptencies and experiences that result from thoughtfully executed engagements. The proximity to leadership, the context of organizational perspectives, and the new cross-functional relationships not only make for stronger teams, but for stronger individuals.

When Return thinks “Exit Strategy,” we consider how your organization is creating a bench of future leadership, and how your projects create opportunities for growth and learning.

  • Are we identifying and articulating unniversal truths about projects, communications, and change?
  • Are we modeling the skills and attitudes we recommend for teams to be effective? For individuals to be successful?
  • Are we sharing understandings of how change occurs, and the requisites for an organizational change to be effective?
  • Are we making explicit the key concepts and new competencies that will help our clients continue to grow and be successful?