How our Clarity project successfully headed off unforeseen social and economic damage

Starting point

After the first phase of developing Clarity, we had to decide how to proceed. We were worried we might overlook the internal tensions it could cause between our consulting, academy and Clarity businesses if we kept concentrating around half of our team on Clarity.

We wanted to know whether we could take action now that would spare us social and economic damage later on.

Solution

We ran a Clarity Survey in which Clarity started a conversation with every single employee and asked them about their current day-to-day experience. By formulating hypotheses and observing the reactions, it identified a number of important aspects. Above all, we had neglected the interface with the consulting business.

Impact

By working through and reflecting on the results in our team meeting, we were able to derive concrete actions to rebalance the interface between the Clarity and consulting businesses: we involved the consultants more closely in the Clarity business and, in particular, in decisions on new business.