We are visitors to your organization, and view our role as helping leaders gain leverage when tackling big agenda items.
While Return collaborators may advise on strategy and business models, we also roll up our sleeves and dig into meat of the work. And while we are capable of the heavy lifting, Return engagement teams are most successful when collaboration with our client resources is tight, and the ownership remains firmly based in the hands of your workforce.
It’s not enough for executive sponsors and Return consultants to want a change to succeed. Your teams will ultimately be responsible for making the changes impactful long after project stabilization has concluded. The measures of performance can often take years of trending to fully evaluate.
We evaluate success by the degree of capability and adoption that occurs long after we’re gone. This means engagements have to hand-off with a clear sense of steady-state accountabilities, a clear grasp of critical competencies, and the necessary understandings to own the outcomes and continue the evolution.
When employees exert ownership of the outcomes, develop new competencies and expertise, and see their fingerprints on your success, we’ve both succeeded.