Where we start

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You bring an outcome that matters and isn't landing the way it should. Consistent execution across markets. Ownership that holds past the handover. A new way of working that people agree with but don't yet do. We start by listening to how you see it, then we go and find out what's driving it.

Evidence first. Then action.

Every engagement follows the same disciplined process. What's fixed is the rigour. What stays open is the answer, because that depends on what we find.

1. Specify the behaviour. Outcomes can't be diagnosed. Behaviours can. We agree with you who needs to do what, when, where, how often and with whom. "Market leaders own the rollout" becomes something observable, like a commercial director reviewing the gap list monthly and assigning actions. Different roles usually need different behaviours, so we specify them separately.
2. Gather the evidence. Structured interviews designed around established behavioural science, asked the same way every time so the results compare. We often look at what works where it works alongside where it doesn't, because the contrast shows what is worth scaling. We add observation and record audits, and our psychometric instruments when the question is about engagement or change. Everything is anonymised before it reaches a report.
3. Make sense of it. Every conversation is analysed against a recognised framework of the factors that shape behaviour. A finding is weighted by how many people independently support it, not how often one person repeats it. We also report what the evidence rules out, because that closes off whole categories of spend.
4. Design the response. We start from the barrier, never from a service. Each barrier usually has several possible answers, so we set out the options and say why we recommend one. Every option is tested for practicality, cost, acceptability and side effects, and sorted by what you can act on now, what needs agreement from another function, and what is structural.
5. Measure. We repeat the baseline measures after the change to show whether the behaviour itself moved.

What you receive

Findings in your language, not ours: accountability, ownership, capability, scale. Each recommendation names the behaviour it targets, the barrier it addresses, what it depends on and who needs to act. The technical detail sits in an appendix for anyone who wants to check the working.

The science underneath

We apply the COM-B model and the Behaviour Change Wheel (Michie, van Stralen and West, 2011) and the Theoretical Domains Framework (Cane, O'Connor and Michie, 2012). These are published, widely used frameworks. We don't own them. What we bring is the discipline to apply them properly in organisations, and the business experience to know what a finding means in practice.

When the question is engagement or change

Our Flourishing Profile measures five core psychological needs and how well they are currently being met. The Change Readiness Profile shows how people are wired to respond to change before it arrives. Both were developed in-house and are used when the question calls for them, not by default.