We work alongside your leaders and teams while they deliver, and build the capability to keep going without us.

You can't plan a route without knowing where you're starting from. Before we design anything, we talk to the people involved, through confidential conversations and short surveys, to understand where the team really is: what people are proud of, what they're worried about, and what's being said in the corridors that isn't being said in the room.

What we find often changes the brief. It also gives everyone a voice before anything is decided, which matters when you're asking them to own what comes next.

We then bring the team together, usually for two days, using the STORM Process®. Over those two days the team builds a shared understanding of where it is and where it needs to be, looks honestly at what stands in the way, and agrees a plan it can actually deliver.

Everyone leaves knowing the part they own, the first milestone and the first step. The team leaves with a Team Charter: its purpose, its targets, and how its members will work with each other and with the teams around them.

Teams often talk about the calm after the storm. Many arrive carrying an undercurrent of stress that has gone unspoken or unseen. Working through the process together, in a healthy and collaborative way, releases that tension and brings clarity. What follows is the calm certainty of knowing what needs to happen next, and that everyone is aligned behind it.

Agreement on a plan is a milestone, not delivery. Trust between teams is built through collective efficacy: the experience that commitments will be kept, progress will be recognised and problems will be worked through together.

So you sign up for a quarter, and we make that quarter work for your team.

We add to it where the team needs more, such as shorter review sessions to keep the plan moving, or work with the stakeholders around the team so the change is supported beyond it. At the end of each quarter, we review progress against the Team Charter with you and agree what the next quarter should focus on, or whether the team is ready to carry on alone.

A strategy rarely depends on one team. With your leadership team, we identify the cross-functional and mission-critical teams that are essential to delivering it, and we work with them so that the transformation is actually taking place where the work happens, with each team clear about what it owns and what it depends on from the others.

The aim is for your organisation to lead its own transformation. From each of the cross-functional and mission-critical teams we select someone who can represent it and its stakeholders, and train them to facilitate STORM.

We work on a simple principle: first we facilitate and they observe, then they facilitate while we coach, then they run the sessions themselves. Once they're up and running, we carry on coaching them as a team, so your rollout keeps moving and pushback can be worked through one layer below the leadership team.

They become your leaders of transformation: people from across the organisation, with different perspectives, who between them own the capability to deliver change. When something needs to shift, they have a dependable process to work it through, in line with the strategy and mindful of the dependencies around them. It is never one person expected to carry it all.

When teams have the right support in place, we have seen time and again people go on to run STORM by themselves: coordinating the changes the strategy needs and building momentum towards new goals and initiatives, without us in the room.