Clients: their part in the vision
My plan for the way we work with clients has a number of parts to it:
Clients will be welcome to attend our team meetings and social events; building relationships, sharing ideas and being a part of each other's evolution
Clients can second people e.g. L&D staff into the excellerate team so that they get exposure to lots of new ideas from industries that they may not have experience of. They get to see what goes on in the outside world without having to resign in order to gain that experience. A bit like a vocational sabbatical. In fact, what a great idea! A vocational sabbatical.
We can second members of our team into our clients businesses for the same reasons.
By doing this, we get an organic, evolutionary sharing and creation of new ideas without the constant product reinvention that plagues the supplier/buyer relationship.
We're already talking to three major organisations about exactly this kind of relationship.
These are exciting times. In 50 or 100 years' time, historians will look back and give this period of time a name; the something revolution. They'll say it started in the 1960s/70s with the human potential movement, evolved through the decline of communism, the protests about globalisation, culturally through books like The Alchemist and films like The Matrix and ended with a company called excellerate that began a quiet, practical revolution in the way that companies were structured, organised, managed and lead.
Clients will be welcome to attend our team meetings and social events; building relationships, sharing ideas and being a part of each other's evolution
Clients can second people e.g. L&D staff into the excellerate team so that they get exposure to lots of new ideas from industries that they may not have experience of. They get to see what goes on in the outside world without having to resign in order to gain that experience. A bit like a vocational sabbatical. In fact, what a great idea! A vocational sabbatical.
We can second members of our team into our clients businesses for the same reasons.
By doing this, we get an organic, evolutionary sharing and creation of new ideas without the constant product reinvention that plagues the supplier/buyer relationship.
We're already talking to three major organisations about exactly this kind of relationship.
These are exciting times. In 50 or 100 years' time, historians will look back and give this period of time a name; the something revolution. They'll say it started in the 1960s/70s with the human potential movement, evolved through the decline of communism, the protests about globalisation, culturally through books like The Alchemist and films like The Matrix and ended with a company called excellerate that began a quiet, practical revolution in the way that companies were structured, organised, managed and lead.
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