Meet the quarter
or change the
business?
Your people learn to lead the transformation themselves.
You know your customers, culture and business. We help you develop adaptive leadership and reshape how work gets done, using real priorities and a method your people can learn, adapt and teach.
One priority. A useful first step. No commitment to the whole pathway.
“It goes beyond time-saving, transforming how I approach strategy, decision-making, and communication.”
On TIP’s GenAI programme
Change the work.
Change how you lead.
Your people understand what customers value, how decisions really get made and what gets in the way. We start with that knowledge and help you test the assumptions around it.
On a live business priority, develop technical skill, adaptive leadership and your operating model together. Your people investigate, decide and learn from the consequences.
Practise adaptive leadership.
Surface competing views, test entrenched assumptions and change your own habits. Learn to make progress when no one has the whole answer.
Reshape your operating model.
Use real workflows to test who does what, who decides, how functions connect and what gets rewarded. Keep customer outcomes in view.
Build technical judgement.
Use AI to create something useful. Check quality, total effort and failure cases. Learn when specialist help is needed.
Learn the method.
Make it your own.
Scale it.
We practise what we recommend. We transfer our method, approach and relevant materials, and develop your internal coaches so you can deliver and adapt the learning yourselves.
Our aim is to teach people to teach themselves to fish. They can then help others do the same. The capability grows inside your organisation.
See what COACH transfers
Our delivery becomes your capability.
Through COACH, build internal delivery of PERSONAL, TEAM and ADVANCED through practice, rehearsal and feedback. Use the relevant materials with your own brand and learning platforms. Adapt the examples to your culture, customers and business.
Bring in TIP where specialist support adds value as you take on harder work. Your people keep building the capability to lead it.
- 01
Practise alongside us.
Apply the approach to a real priority. Make the reasoning, decisions and checks visible.
- 02
Lead the work yourselves.
Use the method, materials and feedback to tackle a new problem with your own people.
- 03
Teach and adapt it across the organisation.
Develop internal coaches who help colleagues apply the approach in their own context and check their own work.
The test of transfer: can your people apply the method to unfamiliar work, explain their choices and help someone else learn?
A result at every stage.
More capability for the next.
Start where your organisation is ready. Choose the next step from what you learn and what the work needs.
Start with a priority already on your desk.
Work with a practitioner to frame the problem, use AI and check the result. Develop the judgement and habits to repeat the method on unfamiliar work.
- A useful result
- A reviewed decision, document or reusable working asset.
- Learning you can use again
- Explain your reasoning, challenge the answer and adapt the method.
- A leadership choice
- Decide where the capacity you release will go.
Follow the work across the handoffs.
Your team investigates the customer need, tests assumptions and builds a better way of working. Where appropriate, coached build cycles develop a dependable application with IT.
- A useful result
- A tested workflow change or a bounded application, subject to agreed release checks.
- Learning you can use again
- Discover, build, test and explain the decisions, including failure and recovery.
- A leadership choice
- Agree human and AI authority, ownership and how the work is supported.
Use what you have learned to make bigger choices.
Explore what future customers will value. Use evidence from the work to rethink your operating model and test choices about roles, incentives and how functions work together.
- A useful result
- A direction agreed by your business, operating choices and an experiment roadmap.
- Learning you can use again
- Test strategic assumptions, reconcile competing views and revise with evidence.
- A leadership choice
- Align investment and capacity across the business around customer outcomes.
Before making it faster,
ask what should change.
In a professional services workshop, an idea to make Copilot the bid manager opened up a more valuable question: which business should the team pursue?
Working through that question brings customer evidence, incentives and the courage to challenge into the same conversation.
An anonymised workshop insight. It shows a change in framing; it does not establish improved win rates.
Read or listen to the story“Can we make Copilot
the bid manager?”
“How do we win more
of the right business?”
Leadership choices to explore: who can stop a weak bid, what evidence they need, and whether incentives reward bid volume or the right wins.
Try the thinking on your own work
- Choose one recurring task. Name the person who needs the outcome.
- Use approved AI to suggest three different ways to frame the problem. Supply only information you are permitted to use.
- Check the strongest alternative with someone who receives the work. What evidence supports it?
- Change one assumption. Does your proposed solution still make sense?
Create time.
Choose what it makes possible.
Improve today’s work, then protect some of the time released to change how the business works. Your leaders decide what to stop, what to strengthen and where to grow.
Use some of that capacity to redesign towards three.
An illustrative allocation of original capacity if 40% is released. Your leaders choose the mix. This is a planning ambition, not a guaranteed saving: measure quality and total effort, including checking, rework and upkeep.
Explore the evidence and allocation choicesYour business.
Your next move.
Bring a decision, a customer challenge or work that takes too much effort. We’ll explore a useful starting point and what your people need to carry it forward.
Allow 30 minutes for the first conversation. No commitment to the whole pathway.
Practitioners who do the work. Adam and Greg bring leadership experience from Atkins, Jacobs, GE, IBM, Microsoft and SAP, alongside current work in products, agents and automation. Meet the practitioners ↗