Sound familiar?
- Good intentions fade once the quarter gets busy.
- Old habits come back the moment pressure hits.
- Nobody outside the business holds you to what you agreed.
- Priorities slip quietly, and nobody wants to be the one to say it.
- The structure is there on paper, but people have drifted back to the old way.
- You've done the work before, and watched it fade.
What changes with ORA.
Most change programmes fail quietly, months after everyone agreed they were a good idea. This is the part that stops that happening.
The plan keeps up with you
Every quarter, priorities are set against what actually happened. The plan grows with the business instead of ageing on a shelf.
The habits hold
We keep working on the behaviours underneath, so the new way survives the quarters when everything gets busy.
Someone holds the line
An outside partner who knows your business, your team and what you committed to, and who will say so when it slips.
Growth doesn't dilute it
New people, new roles and new markets arrive without loosening how the business runs. What you built scales with you.
Your team grows into it
Each quarter, more of the running sits with your leadership team and less with you.
We leave
The goal is a business that runs without us as well as without you. When you can run it yourselves, we step back and say so.
A system only works for as long as people keep using it.
Most consultancies deliver the structure and leave. The structure is the easy part. What decides whether it survives is whether people's habits change, and whether anyone notices when they don't.
That's the whole job here: staying close enough to see the drift early, and direct enough to name it. Not because you can't do it, but because almost nobody does it alone.
Built on evidence.
Checking progress makes reaching the goal more likely.
Across 138 studies and nearly 20,000 people, prompting people to monitor progress towards a goal made them more likely to reach it, and the effect was stronger when progress was recorded or reported to someone else.
Harkin et al. (2016), Psychological BulletinNew ways of working take months, not days.
In one study, people adopting a new daily behaviour took a median of 66 days before it felt automatic, and individuals ranged from 18 days to more than 200. That's why we work in quarters rather than finishing on the last day of a workshop.
Lally et al. (2010), European Journal of Social PsychologyPlans stick when you decide when and where.
Across 94 studies, turning a goal into a concrete plan for when, where and how had a medium-to-large effect on reaching it. Every quarter ends with exactly that.
Gollwitzer & Sheeran (2006), Advances in Experimental Social PsychologyThese are findings about the principles we build on, not claims about ORA's own results. We'll publish our client outcomes here as we earn them.
What each quarter gives you.
- An honest review of the quarter just gone
- Priorities set for the next 90 days, each with an owner
- The issues that keep returning, solved at the root
- Coaching on the behaviours getting in the way
- Your scorecard and rhythm checked and adjusted
- A clear read on how much the team can now run alone
Before Momentum
Momentum keeps something in place, so there needs to be something to keep. The path is Reset first, then Direction for the longer view. Momentum holds it together from there.
Straight answers.
How long do clients stay?
As long as it's useful, and no longer. The aim is a business that runs without us. We'd rather tell you you're ready than keep invoicing you.
Do we need to have done Reset?
Almost always, yes. Momentum keeps a way of working in place, so there has to be one to keep. If you already run a solid rhythm, we can talk about it in your First Meeting.
What happens between quarters?
Your team runs the business. We're reachable if something significant comes up, and we agree what that means when we start.
What does it cost?
We price Momentum once we know your business and what your team needs. You know the full price before you commit, and the First Meeting is free.
Start with a First Meeting.
It's free. Who we are, who you are, and how we'd work together. You leave with your biggest constraint named, whether we work together or not.