Retention
Keep capability in the business. Reconsider automatic backfilling as roles and workloads change.
AI capability partner for leadership teams
Meet the quarter
or change the
business?
Now you can build the capability to do both.
Today’s demands leave little time to change how the business works. Work alongside senior practitioners on a decision, document or workflow already on your desk. Make progress now, build your people’s capability and put the time you release behind what comes next.
Start with a 30-minute conversation about PERSONAL. No commitment to the whole pathway.
Five days’ work in four.Leadership goes first.Use the time to change the business.
Leadership work includes people from
“It goes beyond time-saving, transforming how I approach strategy, decision-making, and communication.”
Reallocate capacity / 10·10·10·10
What would you do
with 40% of your capacity
to change the business?
AI makes change more urgent, but also much more possible. Change still needs time, and we start by helping you create it.
Start by aiming to do five days’ work in four, then redesign the work towards five days in three. The 10/10/10/10 model shows one way to allocate the full 40% if you release it, with each share representing 10 percentage points of the original capacity.
Where that capacity goes depends on what your organisation recognises and rewards. While we help you see the choices, your organisation still owns them and needs to put them into practice.
What makes change possible?Insourcing
Use your own people and their knowledge to take on valuable work previously bought from outside.
Emerging risks
Give leaders capacity to understand and address the new risks AI creates across the business.
Cross-functional growth
Bring people together around customer needs. Test new propositions, routes to market and ways to create value.
Make each allocation accountable. Agree a baseline, an owner, an outcome measure and a £ hypothesis. Use the FUNCTION roadmap to review what changed and decide what to continue, adapt or stop.
Put the capacity to work with FUNCTIONA planning model, not a guaranteed saving. Measure the capacity actually released, including review and rework, and adapt the allocation to your business.
Why work with TIP?
Learn by doing.
With people who do it.
Absorb AI into the way you work.
Learning the tools is often the quickest part. Use AI to challenge a familiar assumption, explore a different view and check your reasoning. Apply what you learn to a problem the business needs to solve, developing the method as you improve the work.
See how we workSenior practitioners in the room.
Adam and Greg bring experience from Atkins, Jacobs, GE, IBM, Microsoft and SAP. Our wider network includes Gary Wilson, James Robbins and Joe Hildebrand: senior leaders who have built businesses, products and teams, and led change. We agree the right practitioners for your priorities.
Meet the practitionersCustomer discovery. GTM experiments. Code.
Our practice starts with customers: the problem, the proposition and the route to market. At Building Trust, Adam connects those experiments to full-stack product delivery with agentic AI. Greg brings daily practice in products, agents and automation. What we learn informs the work we do with you.
Explore From Customer to CodeIn practice / Global insurance and employee benefits provider
Start with the work
taking up leadership time.
The challenge
Senior leaders were absorbed by administration and complex documents, leaving less room for strategic thinking.
The working session
TIP brought document analysis, communication and scenario planning into a hands-on leadership workshop. Executives tried the approaches on their own work.
What changed
TIP’s engagement record notes faster document review and first drafts, with leaders exploring how to extend the approach across their functions.
An anonymised TIP engagement from November 2024.
How we measure progressStart with your responsibility
Where does this
meet your work?
See what this means for your role, or explore how the journeys connect.
Explore the pathwayFor L&D and people leaders
Connect the learning to the work.
Connect the learning plan to a business priority. Agree who owns the benefit, how people will practise and what would show that the learning has stuck.
Open the interactive L&D guideExplore typical organisation journeys
Leadership and unlearning
What if experience is part of the constraint?
Could the leadership that made you successful now be holding you back? Explore ten beliefs and the questions they open up in Adam’s working paper.
Read and reflectExplore insights and reading notes
Your next step
Start with one real priority.
Bring the priority taking up your time. In 30 minutes, explore whether PERSONAL is the right starting point and what your two-hour session would involve.