The one common feature that unites all organisations is that they are formed of people. And however well run a business is, where there are people, there is inevitably complexity and change. The Rally Methodology focuses on enhancing ‘management bandwidth’, the ability of people to bring focus to their most important challenges, and optimising the ‘people-operating-system’ that exists in any organisation.

Typically working closely with investors, senior management, or alternatively the HR function with sponsorship by senior management, the engagement starts by understanding or building high level and functional goals for the organisation or department concerned. These may be general or specific and relate to any aspect of the business, but will sit comfortably in the context of the wider organisation and it’s business model. This forms the B in the A to B model.

The next stage is essentially an organisational audit which gauges the skills, fears, and aspirations of the team concerned, as well as their ideas and frustrations. The genuinely people-focused approach tends to elicit considerable candour from employees at all levels.

With awareness of the high-level business or department goals, these audit conversations also provide an excellent opportunity for soft-coaching to start to align mindsets.

This audit is augmented by a range of other useful input mechanisms such as conversations with suppliers and lapsed clients, observations of client meetings, a review of management accounts, a network-enhanced review of industry or client sector trends etc, as required in order to give a clear view of A in the A to B model.

Based on these diverse ‘immerse’ inputs, the next stage is to identify possible ways of accomplishing the B goals from the starting point at A. Depending on the complexity and the degree of change involved, this process might involve senior sponsors alone or a range of people from across the organisation, but with a bias towards the latter.

Having determined the way forward, an implementation plan is then developed with a project-focused timeline & clear milestones and the change is initiated. Because the approach engages and empowers the whole organisation or department, the change initiative is owned by the people it affects and minimal external support is required at this stage.

Each exercise is tailored to the needs, timescales and budget of an individual client, but depending on the size of the organisation or team and the complexity of the challenge, interventions tend to take between 5 and 30 days.