Our approach

Whether we are acting as facilitators or coaches there are a number of consistent principles that apply to the way we approach our work:


Custom built



We understand that every organisation has its unique qualities and specific objectives. We put great emphasis and high levels of attention on understanding these. In particular, we like to get clarity on what it is you want to achieve.

Our extensive experience means that we have a wide range of tools, models and concepts on which we can draw. We are also happy to work with your in-house models. What’s vital is that we choose the ones that will make the difference you are seeking.

No two interventions that we develop are the same – each one is custom built.



not outputs



Connected to custom building our interventions, is the importance of understanding your outcomes. By this we mean, what will be different as a result of the work we do together? And not just in terms of ‘hard’ indicators such as ‘we will have a different structure’ but also the more human factors like ‘it will feel more dynamic’ or ‘doing rewarding work will be a priority’. 

This is very different from outputs which might, for example, take the form of a report on your recommended talent management strategy. Indeed, we don’t do reports. They tend to be put on shelves to gather dust. 

What we want to do is help deliver outcomes – to make a positive, lasting difference.




The term ‘systemic’ has found its way into business jargon recently. What it means, in simple terms, is joined-up or connected – and that is how we approach our work.  

We know from experience that any change has an impact in other parts of the ‘system’ and the more we understand the way the system connects, the better chance we have of making a positive, lasting difference. For example, if you ask us to help you with succession planning we will want to understand how it fits with the business strategy, your organisation chart, leadership capability, people agenda and what we need to take into account in terms of culture. Only then can we develop interventions that will deliver positive business results.  

This model captures how we see the typical interconnections within an organisation.