Return on Investment

‘Will this investment ultimately give me the changes I need?’

We know that many change programmes simply fail to deliver; commonly we hear as many of 80%.  So, how do we at Re-Think ensure we deliver on our promise?

Our  starting point is always being absolutely clear on what we are trying to achieve and defining success. We need to be clear, you need to be clear and participants need to be clear on expected outcomes.  We work hard to explore this with you, identifying key drivers, outcomes and potential barriers to change.

All our programmes are followed with an appraisal developed with the client, not one designed to just make us look good! You will have immediate feedback regarding our delivery to your defined outcomes. We work with you to ensure we measure the right elements in appraisal rather than using a generic form.

True return on investment takes longer to quantify because it takes time to implement. We use 4 key tools/elements to drive change:

• Significant Figures

Re-Think programmes are often introduced by key signicant figures, perhaps a board member to provide context and outline expectations.  This may be backed up by personal letters to participants, weblinks or video messages to convey expectations and to give context. Working with Applabs, one of the Worlds largest software testing companies, we arranged to have access to the Managing Director for the entire programme duration to ratify decisions and challenge thinking.

On many programmes we ask participants to present to a sponsor or a senior panel, or to deliver reports outlining the benefits of the programme and how key changes have been implemented.  We find this ensures delivery! It also ensures those at a senior level get to see return on investment first hand and hear about what’s required to support change.

Re-Think are one of the few companies to routinely use exemplar documents to set the standard for change (click here to view an example doc).

Key significant figures also include those who directly manage participants. To ensure change it’s essential key managers are fully involved, know the business drivers, expectations and follow-up on deliverables.

• Business Related Projects

Business projects are used on leadership programmes to drive change. Not only do they add value, they also enable participants model leadership as agents of change and extend the life of any programme.

Projects work most powerfully when groups are given the autonomy to develop their own ideas, they benefit from a senior business sponsor to give context and ensure they dovetail into the strategic of direction of your organisation.

Typically business projects act on areas such as culture; for example, how to  maintain our values at a time of change, or drive performance/reduce costs. One recent project from a client in the construction sector had estimated savings of £1.2 million per annum across the business and was ratified to go ahead. That’s a pretty good return on investment!

If undertaken, business projects become central to a programme. Our work is to create a powerful team that understands the need for a clear challenging goal, and what’s required to work as a high performance work unit.

• Development Plans

We pride ourselves on the quality of our development planning documents designed to summarise the outcomes from our programmes and give a robust systemic approach to forming objectives.

(example development plan: stoke )

• A Modular Approach

By adopting a modular approach we are able to track progress, challenge delivery and ensure long-term progress. Our success as a business is symbiotically linked to the delivery of participant outcomes and hence organisational change.

The most successful programmes create self-sustaining development groups that continue to meet for years following a programme.