Most consulting relationships create dependency. The organisation improves while the consultants are there, plateaus when they leave, and calls them back when things drift. That cycle is good for consulting revenue. It's bad for organisations.
We built the Handover into the methodology from the start because we believe the mark of a genuinely successful engagement is an organisation that can do this without us. Not because they remember the training. Because they have trained people, established processes, and an internal culture that makes Brand Humanizing self-sustaining.
The Handover is not a goodbye meeting. It is the final phase of a structured capability transfer.
Throughout the Organisation-Wide Implementation, we identify the people in your organisation who have the natural instinct for Brand Humanizing. the ones who see the human dimension in a technology decision before anyone else does, the ones who ask the right questions in the Brainstorm, the ones their colleagues turn to when something doesn't feel right.
These people become your internal Brand Humanizers. In the Handover phase:
We didn't just leave with a framework. We left with people who own it. That's worth more than any document they could have handed us.
- L&D Director, Healthcare Organisation
The Handover is included in every Organisation-Wide Implementation engagement. It is not a separate purchase. it is the final phase of the full engagement.
Quarterly check-ins are available after the Handover at a separate rate. Ask us about this when scoping the implementation.
Every journey through the five steps starts here. If you're reading this page and haven't started yet, this is where to go.
Learn moreThe Handover is the final phase of the Implementation. Learn what the full engagement looks like.
Learn moreThe people you're planning to designate as internal Brand Humanizers will move through the Handover faster if they've already done the Multi-Day Programme.
Learn more