The Office of the (Near) Future: Remote-First Work

In Part 1, I told you about the three decisions we made two years ago and the simulation flywheel that produced our first Applied AI diamond.

Here’s the field-notes version.

Over 80% of our global business have now adopted a new Applied AI approach for doing simulations in the first eight weeks, across 24 countries and every practice.

‍The flywheel didn’t stop with simulations. It moved into finance, sales enablement, legal, operations, and client delivery. Teams started building agents and bringing them onto their own org charts. We didn’t plan for any of that. We built the conditions for people to find their own breakthroughs.

What it felt like inside the flywheel.

When the simulation team went live with their first clients on the new way of working, the lead person hit a wall. Their words:

“You’re asking too much. You’re making me be a full-stack developer. Up until this point I did a small part, and I sent it to the team, and they built off the back end, and they brought it back. And now I have to end-to-end soup to nuts, basically alone.”

There was graphic UI work nobody had been trained for, the fear of delivering quality below what BTS expects of itself, and the weight of not having a playbook. This was not the joyful adoption story most consultancies tell.

Then something shifted. Six members showed up for product testing, where the usual was two or three. The work created teamwork I hadn’t seen at BTS in years. The breakthrough was not an instantaneous change from skepticism to celebration. It was a breakdown in confidence, then rally, then bonding. If we didn’t make room for the breakdown, we would have lost the rally.

The other breakthrough was global teamwork; not yet a BTS core strength. Our culture is beautiful: high-freedom and entrepreneurial. But people’s first identities are to their countries. Almost every prior attempt we’ve made at a global initiative has failed. The one exception was Covid. So, when I say what happened next surprised me, I mean it.

I asked to join the simulation team’s Slack channel rather than pulling them into status meetings. What I got to watch in the mornings was someone in South Africa waking up, posting “I tried this and got stuck,” then London adding on, then San Francisco weighing in, then a surprise breakthrough overnight from Tokyo. We didn’t engineer that. Curious and determined BTS’ers did. The problem was interesting enough that the org chart didn’t matter. It was amazing to see and a glimpse into the next evolution of the BTS culture.

The pattern: Explore, expand, institutionalize, renew.

What we’ve now seen play out, both inside BTS and with clients, follows the same four-step pattern. Each step asks a specific decision of the leader.

Explore.

Stay stubborn on the aspiration and fluid on the path. Our breakthrough wasn’t the path we originally took. We changed tools and approaches. Nobody could have foreseen that. And if the team had taken the first six months of learnings from AI as their definitive “this is the detailed path we will follow,” we never would have gotten the disruption. Five different tool combinations were tried before we found the one that worked. Companies that lock into a single path or tool too early are betting against compounding capability that doubles roughly every seven months. That is not a bet I’d take.

Expand.

Run the old way and the new way side by side. When the simulation team’s breakthroughs got real, the instinct was to retreat into more internal testing. We did the opposite. They ran old way and new way in parallel on 6 or 8 live client projects across all three geographies. Every single one ended up going live the new way. The backup was always there. They didn’t need it.

Institutionalize.

Burn the boats. The simulation team committed that no new client work would be done the old way after January 1. The other practice leads then committed to dates within Q1, even though most of them had not yet experienced the new way themselves. They had to trust their colleagues. If you can do it for the most complex thing, you could probably do it for the less complex ones. By February 15, we had approaching 90% global adoption across 24 countries, across all practices. I was shocked and proud. We had spent years failing at exactly this kind of global rollout.

Renew.

Treat your agents as contractors. People on our diamond teams are now managing 30+ agents they built themselves. Our teams give agents performance feedback. We terminate their contracts when they don’t deliver. We expand the responsibility of agents when they outperform. The frontier question we’re wrestling with now is token budgeting. Two friends of mine running engineering-heavy companies believe that within 6 - 9 months, their token cost per engineer will exceed the cost of the engineer. Whether that’s the right framing is open. The question is real, and every CEO will be asked some version of it within the year.

What had to be true for this to scale.

Once we achieved this amazing global innovation, the leadership sat down to figure out what made it work. We named five things. None of them were about the technology.

Real pain points as the starting point. We had so many people frustrated from those ways of working, all the back and forth and all the wasted time, that this was gold for them. The old way was already painful. The new way wasn’t a forced disruption; it was relief. Find the workflow where the pain is loudest and start there.

The diamond unlocked creativity, it didn’t constrain it. This was the most differentiated insight, and the one most leaders miss. It wasn't "here's the new tasks and rules." It was, "once you learn how to do this, the sky's the limit. You can be even more creative." If your rollout feels like a new set of rules constraining your people, you’ve built the wrong thing.

Pair deep expertise with fresh eyes. The disproportionate share of our breakthroughs came from a tenured tinkerer with total command of the work, paired with someone new to the role who hadn’t yet built the muscle memory of how it had always been done. Without that pairing, you get incremental improvements to the work you already know how to do, instead of a reinvention.

Refuse the “people are too busy” reflex. When I brought the rollout to the global leadership team, the excuses came fast. “Our people are too busy. They’re burnt out. Q1 is going to be busy. No one’s going to have time.” My response: “This is a chance to eliminate the tasks you dread and expand what you love. I know it is a short push of extra work, and I think after the fact you and your team will feel joy and pride and say it was the best time we ever spent.” This is the moment most AI rollouts die.

Senior leaders must lead by example and do the work themselves. This is not middle manager’s job. This is not something you delegate. Even though you don’t build simulations anymore, you must know what this is. One of our partners proactively put time on senior leaders’ calendars and forced them to do the work. Once they started building, the excitement grew, and they could advocate for the rollout because they understood it. If your executives haven’t put their hands on the keyboard, you don’t have a rollout. You have a memo.

What we’re seeing across clients.

We’re now running this play with client organizations across industries and geographies. The companies whose flywheels are accelerating paired their A-players with their early-career talent, pulled IT and legal into the working sessions, refused the “too busy” reflex, and put their senior leaders’ hands on the keyboard. The companies whose flywheels are stuck almost always have a leadership pattern at the center of the stall. Not a tooling pattern. Not a governance pattern. A leadership pattern.

If this resonates, let’s talk.

If you read Part 1 and asked yourself whether your flywheel was turning, the question I’d add now is sharper: do you have the conditions in place for a diamond to appear? If yes, you’re already moving. If no, the technology will not save you.

Here's where we're starting with clients: a working session, half day to a full day, with a small group that owns one of your highest-friction processes. Together we map where your first diamond is most likely to land, how to set up the side-by-side trial, and what your version of "burn the boats" should look like.

The destination, if we do this right, is a self-reliant culture of applied AI inside your company. 5, 10, 15 diamonds compounding into a fundamentally different way of operating. From what I have experienced this is a once in a career opportunity for dramatic shareholder value creation if you get that muscle going. I say that because I'm watching it happen, in real time, inside our own company and across our client base.

If you want to get your flywheels spinning and map your first diamond, start here. Bring your hardest workflow. We'll bring the playbook.

Meetings are a universal ritual in organizational life. While managers on average spend more than half their working hours in meetings, many leaders can’t shake the feeling that meetings are falling short of their potential. Are they advancing the work, or quietly draining energy? At BTS, we study teams not as collections of individuals, but as living systems. This perspective reveals dynamics that traditional methods often overlook. Rather than aggregating individual 360° assessments, we assess the team as a whole to examine how the team functions collectively. Applying that lens to one of the most common team activities (meetings) uncovers patterns worth paying attention to. Drawing on thousands of team assessments in our database, we focused on two meeting behaviors:

• Do teams meet regularly?
• Do team members leave meetings with clear accountabilities and next steps?

Our question: How strongly do these behaviors relate to overall team effectiveness?

What the data revealed

Using data from 1,043 respondents (team members and informed stakeholders) we ran a Bayesian analysis to evaluate the predictive power of each behavior. The results were striking:

• Both behaviors were linked to higher team effectiveness.
• But one mattered far more: leaving meetings with clear accountabilities and next steps was 3.9x more predictive of team effectiveness than simply meeting regularly.
• And teams that often or always wrap up meetings with next steps rated 0.66 points higher on a 5-point scale of team effectiveness than teams who sometimes, rarely, or never close with accountabilities - that's almost a full standard deviation higher (0.96 sd)

Meetings aren’t the problem, muddy outcomes are.

Teams often default to frequency, setting cadences of check-ins or standing meetings. Our data suggest that what differentiates effective teams from the rest is not how many meetings they hold, but what comes out of them. A team that meets less often but ends each session with clear accountabilities will outperform a team that meets frequently but leaves outcomes ambiguous. In other words, meetings aren’t inherently wasted time; they become wasted time when they don’t translate into aligned action.

A simple shift that pays dividends

The good news: improving meetings doesn’t require radical redesign. Small changes reinforce accountability and dramatically increase the value extracted:

• Close with clarity. Reserve the last 5–10 minutes of every meeting to confirm: What decisions have been made? Who owns what? By when? This habit shifts meetings from “discussions” to “decisions.”
• Make commitments visible. Use a shared action log, team board, or project tracker so next steps are transparent, and progress is easy to follow. Visibility builds accountability.
• Assign a “Closer.” Rotating this role signals that closing well is everyone’s responsibility. The Closer ensures the team doesn’t drift into vague agreements, but leaves aligned and ready to act.

When teams adopt these habits, the difference is tangible: less rehashing of the same topics, faster progress on priorities, and a stronger sense of shared ownership. These small shifts compound quickly, making meetings not just more efficient, but more energizing and effective. In a world where teams face relentless demands and limited time, focusing on how meetings end may be one of the fastest ways to improve how teams perform.

Most leaders focus on strategy—not because they undervalue culture, but because strategy feels concrete. It has structure, timelines, metrics, and deliverables. It’s visible and defensible. When pressure is high, strategy gives leaders something they can point to and steer. Culture doesn’t always feel that way. It’s harder to define, harder to measure, and often lands in the “important, but not urgent” pile. That’s not a leadership flaw. It’s a gap in how we’ve equipped leaders to lead.But if you want to change how your organization operates, you have to start with what people experience every day.

Below are six no-fluff actions from our recent event, , designed to help you leave your team stronger than you found it.

‍Culture Without the Fluff→ Don’t miss events like these! Sign up for our newsletter or visit our events page to see what’s coming.

1. Build shared habits

If strategy defines where you’re going, culture determines whether you’ll get there. Strategy can shift quickly, with a new market, goal, or CEO. Culture can’t. It’s shaped by the beliefs, habits, and norms that don’t pivot on command—and that’s where friction starts. The disconnect doesn’t usually show up in big moments. It shows up in how decisions get made, what’s prioritized under pressure, and whether feedback is honest or avoided. These daily behaviors signal what really matters, regardless of what the strategy says. That’s why high-performing organizations go beyond communicating direction. They turn strategy into clear expectations for how people should work, lead, and collaborate—and then reinforce those expectations through routines, incentives, and leadership behavior.

Try this:

Pick one strategic priority and ask: What should people be doing differently if this is truly our focus? If you’re not seeing those behaviors, there’s a gap. Ask yourself: Do our daily habits match the future we’re trying to build?

2. Use the levers you already own

Culture change doesn’t have to start with a massive initiative. It can start with the levers you already own. Culture lives in the mechanics of your team’s work: how meetings are run, how frontline decisions are made, how failure is treated, and what behaviors leaders model. These small signals shape big beliefs. That’s why abstract values and vision statements alone often fall flat. They’re not wrong, but without action behind them, they’re just words on a page. Real change starts by zooming in on specific moments that shape how work gets done, and making small, intentional shifts. Want a culture of accountability? Focus on what happens after meetings. Want more innovation? Look at how failure is handled during team reviews.

Start here:

Pick one lever (like how meetings are run) and ask:

• What messages are we sending through how we meet?

• Who speaks up? Who stays silent? What actually gets decided?

Then make small adjustments that reinforce the culture you want—not the one you’ve inherited.

3. Avoid the tempting pitfalls

If you’ve ever rolled out a new set of values, launched a culture initiative, or shared a bold new vision, only to see behavior stay exactly the same, you’re not alone. Most culture efforts stall not because leaders don’t care, but because they start with what’s visible and familiar: messaging, posters, kickoff events. These feel like the right moves. But they rarely shift what people actually do, and rarely resonates in a meaningful and lasting way In our recent webinar, we shared six common traps that organizations fall into often with the best intentions. Here are three that come up again and again:

1. Relying on values to do the heavy lifting. Most teams have clear values, but that’s not the problem. The challenge is turning those values into real habits. If the way you run meetings, make decisions, and give feedback doesn’t reflect what’s on the wall, people notice—and disconnect.
2. Expecting HR or culture champions to lead the culture shift alone. HR and champions play a big role in culture, but they can’t do it without leaders. People take their cues from credible influencers in the business: what gets rewarded, what gets ignored, and how leaders show up under pressure. That’s where real culture change starts.
3. Announcing culture change before actually changing anything. This is a classic case of show don’t tell. When leaders talk about change without shifting the day-to-day experience, people become skeptical. They’ve heard it before. What earns their belief and commitment is seeing leaders act differently in ways that directly affect their work.  

P.S. We’ve rounded up 3 more pitfalls worth avoiding. See them here.

Start here:

Surface the unspoken. Ask: What do people believe they’ll be rewarded for today? What would they have to believe to behave differently?Culture change requires shifting the mental models that shape behavior.

4. Shift the beliefs beneath the behaviors

You can’t shift behavior without understanding the beliefs behind it. If teams aren’t collaborating across silos, it’s probably not because they don’t want to—it’s because they’re rewarded for competing, not collaborating. If leaders aren’t taking smart risks, it might be because failure has been punished, not treated as a learning moment. These everyday behaviors are just the surface—what’s driving them are deeper, often invisible beliefs that probably outlast the tenure of some of your employees.

Start here:

Ask: What are the unspoken rules here? What would someone need to believe for this behavior to feel natural, safe, and worth it? Until you name and shift those beliefs, culture efforts will stay stuck at the surface.

5. Don’t let your culture fall behind your tech

Honestly, the real surprise would be if AI wasn’t reshaping your culture. Some organizations are going all-in on experimentation. Others are still figuring out what their approach will be. But wherever you are on the curve, one thing’s clear: this moment feels a lot like the wild west. And your talent is picking up on that. Leaders are signaling the need to adapt and innovate—but rewards and incentives often tell a different story. Without clear signals from the culture that it’s safe to try, valuable to learn, and worth the risk, even the smartest tools won’t be used to their full potential.

Ask yourself:

• How are we capturing what’s working with AI—and making those insights visible and usable across the organization?

• What are we taking off people’s plates to give them the time and space to learn, experiment, and adapt?  

• Have we updated the priorities, deliverables and expectations to reflect the new reality—or are we layering AI on top of an already full workload?

• Are leaders helping people see the personal value in this shift—so AI feels like a path to growth, not a threat to their role?

6. Start small, scale fast

Most leaders assume culture change has to be slow and sweeping. But it doesn’t.We’ve seen major progress start with one small shift—the kind that’s visible, repeatable, and high-impact. The key? Start where the energy already is: a team that's eager, a leader who's ready, a process that’s stuck. Then focus on one behavior that’s holding things back—and change it. From there, scale what works.

Start here:

Use this simple 3-step exercise to find a small, high-impact place to start:

1. Pinpoint a stuck spot: Where is strategy getting delayed, deprioritized, or lost in translation? Common areas include:
   • Team meetings that always run long but lead to no decisions
   • A new tool or process people aren’t adopting
   • A frontline team disconnected from the broader strategy
   • An area with low engagement or slow execution
2. Identify the blocker behavior:
   • What specific habit, mindset, or expectation is in the way? (e.g., defaulting to top-down decisions, rewarding speed over learning, fear of trying something new)
3. Make one shift—and scale what works
   • Change that behavior in one team, one moment, or one process.
   • Capture the impact. Then share the story and replicate what worked.

Change spreads through stories. Show people what’s possible, and they’ll move with you.

Culture change is hard. Doing it alone? Even harder.

We work with teams around the world to:

• Spot what’s working—and what’s getting in the way

• Test small shifts that create big ripple effects

• Keep momentum going as change starts to spread

Reach out to us to start a conversation!

In Part 1, I told you about the three decisions we made two years ago and the simulation flywheel that produced our first Applied AI diamond.

Here’s the field-notes version.

Over 80% of our global business have now adopted a new Applied AI approach for doing simulations in the first eight weeks, across 24 countries and every practice.

‍The flywheel didn’t stop with simulations. It moved into finance, sales enablement, legal, operations, and client delivery. Teams started building agents and bringing them onto their own org charts. We didn’t plan for any of that. We built the conditions for people to find their own breakthroughs.

What it felt like inside the flywheel.

When the simulation team went live with their first clients on the new way of working, the lead person hit a wall. Their words:

“You’re asking too much. You’re making me be a full-stack developer. Up until this point I did a small part, and I sent it to the team, and they built off the back end, and they brought it back. And now I have to end-to-end soup to nuts, basically alone.”

There was graphic UI work nobody had been trained for, the fear of delivering quality below what BTS expects of itself, and the weight of not having a playbook. This was not the joyful adoption story most consultancies tell.

Then something shifted. Six members showed up for product testing, where the usual was two or three. The work created teamwork I hadn’t seen at BTS in years. The breakthrough was not an instantaneous change from skepticism to celebration. It was a breakdown in confidence, then rally, then bonding. If we didn’t make room for the breakdown, we would have lost the rally.

The other breakthrough was global teamwork; not yet a BTS core strength. Our culture is beautiful: high-freedom and entrepreneurial. But people’s first identities are to their countries. Almost every prior attempt we’ve made at a global initiative has failed. The one exception was Covid. So, when I say what happened next surprised me, I mean it.

I asked to join the simulation team’s Slack channel rather than pulling them into status meetings. What I got to watch in the mornings was someone in South Africa waking up, posting “I tried this and got stuck,” then London adding on, then San Francisco weighing in, then a surprise breakthrough overnight from Tokyo. We didn’t engineer that. Curious and determined BTS’ers did. The problem was interesting enough that the org chart didn’t matter. It was amazing to see and a glimpse into the next evolution of the BTS culture.

The pattern: Explore, expand, institutionalize, renew.

What we’ve now seen play out, both inside BTS and with clients, follows the same four-step pattern. Each step asks a specific decision of the leader.

Explore.

Stay stubborn on the aspiration and fluid on the path. Our breakthrough wasn’t the path we originally took. We changed tools and approaches. Nobody could have foreseen that. And if the team had taken the first six months of learnings from AI as their definitive “this is the detailed path we will follow,” we never would have gotten the disruption. Five different tool combinations were tried before we found the one that worked. Companies that lock into a single path or tool too early are betting against compounding capability that doubles roughly every seven months. That is not a bet I’d take.

Expand.

Run the old way and the new way side by side. When the simulation team’s breakthroughs got real, the instinct was to retreat into more internal testing. We did the opposite. They ran old way and new way in parallel on 6 or 8 live client projects across all three geographies. Every single one ended up going live the new way. The backup was always there. They didn’t need it.

Institutionalize.

Burn the boats. The simulation team committed that no new client work would be done the old way after January 1. The other practice leads then committed to dates within Q1, even though most of them had not yet experienced the new way themselves. They had to trust their colleagues. If you can do it for the most complex thing, you could probably do it for the less complex ones. By February 15, we had approaching 90% global adoption across 24 countries, across all practices. I was shocked and proud. We had spent years failing at exactly this kind of global rollout.

Renew.

Treat your agents as contractors. People on our diamond teams are now managing 30+ agents they built themselves. Our teams give agents performance feedback. We terminate their contracts when they don’t deliver. We expand the responsibility of agents when they outperform. The frontier question we’re wrestling with now is token budgeting. Two friends of mine running engineering-heavy companies believe that within 6 - 9 months, their token cost per engineer will exceed the cost of the engineer. Whether that’s the right framing is open. The question is real, and every CEO will be asked some version of it within the year.

What had to be true for this to scale.

Once we achieved this amazing global innovation, the leadership sat down to figure out what made it work. We named five things. None of them were about the technology.

Real pain points as the starting point. We had so many people frustrated from those ways of working, all the back and forth and all the wasted time, that this was gold for them. The old way was already painful. The new way wasn’t a forced disruption; it was relief. Find the workflow where the pain is loudest and start there.

The diamond unlocked creativity, it didn’t constrain it. This was the most differentiated insight, and the one most leaders miss. It wasn't "here's the new tasks and rules." It was, "once you learn how to do this, the sky's the limit. You can be even more creative." If your rollout feels like a new set of rules constraining your people, you’ve built the wrong thing.

Pair deep expertise with fresh eyes. The disproportionate share of our breakthroughs came from a tenured tinkerer with total command of the work, paired with someone new to the role who hadn’t yet built the muscle memory of how it had always been done. Without that pairing, you get incremental improvements to the work you already know how to do, instead of a reinvention.

Refuse the “people are too busy” reflex. When I brought the rollout to the global leadership team, the excuses came fast. “Our people are too busy. They’re burnt out. Q1 is going to be busy. No one’s going to have time.” My response: “This is a chance to eliminate the tasks you dread and expand what you love. I know it is a short push of extra work, and I think after the fact you and your team will feel joy and pride and say it was the best time we ever spent.” This is the moment most AI rollouts die.

Senior leaders must lead by example and do the work themselves. This is not middle manager’s job. This is not something you delegate. Even though you don’t build simulations anymore, you must know what this is. One of our partners proactively put time on senior leaders’ calendars and forced them to do the work. Once they started building, the excitement grew, and they could advocate for the rollout because they understood it. If your executives haven’t put their hands on the keyboard, you don’t have a rollout. You have a memo.

What we’re seeing across clients.

We’re now running this play with client organizations across industries and geographies. The companies whose flywheels are accelerating paired their A-players with their early-career talent, pulled IT and legal into the working sessions, refused the “too busy” reflex, and put their senior leaders’ hands on the keyboard. The companies whose flywheels are stuck almost always have a leadership pattern at the center of the stall. Not a tooling pattern. Not a governance pattern. A leadership pattern.

If this resonates, let’s talk.

If you read Part 1 and asked yourself whether your flywheel was turning, the question I’d add now is sharper: do you have the conditions in place for a diamond to appear? If yes, you’re already moving. If no, the technology will not save you.

Here's where we're starting with clients: a working session, half day to a full day, with a small group that owns one of your highest-friction processes. Together we map where your first diamond is most likely to land, how to set up the side-by-side trial, and what your version of "burn the boats" should look like.

The destination, if we do this right, is a self-reliant culture of applied AI inside your company. 5, 10, 15 diamonds compounding into a fundamentally different way of operating. From what I have experienced this is a once in a career opportunity for dramatic shareholder value creation if you get that muscle going. I say that because I'm watching it happen, in real time, inside our own company and across our client base.

If you want to get your flywheels spinning and map your first diamond, start here. Bring your hardest workflow. We'll bring the playbook.

Organizations have long wanted to scale coaching, but have been limited by cost and capacity. With AI, that's beginning to change as new platforms make coaching more accessible, flexible, and available on demand, extending support beyond a select group of leaders to entire populations.

For talent leaders, this shift creates both opportunity and complexity. With greater reach comes a new set of trade-offs: how to balance access with depth, flexibility with accountability, and efficiency with meaningful development.

The limits of unlimited (coaching).

Unlimited coaching sounds like the obvious answer. Remove the barriers, give everyone access, let people engage on their own terms. What's not to like?

In practice, quite a bit.

When coaching has no defined structure or cadence, engagement tends to become episodic - people show up when something feels urgent and step back when it doesn't. The coaching relationship never quite deepens. Conversations cover ground but don't build on it. And the development that was supposed to happen keeps getting pushed to the next session, and the next.

Three patterns emerge:

1.  Sporadic engagement over sustained development. Without a rhythm to anchor the work, coaching becomes reactive. Clients bring whatever is most pressing that week rather than working toward something larger. Progress happens in bursts, if at all.
2. ‍Insights that don't compound. Great coaching reveals patterns over time - things a client can't see in one session but can't unsee after several. Without continuity, and without a consistent coaching relationship to hold the thread, each conversation starts close to zero.‍
3. Outcomes that are hard to measure. No milestones. No defined endpoint. No clear way for the organization, or the client, to know whether it's working. Activity fills the gap where impact should be.

The result is a model that's easy to scale and hard to defend. Which is exactly the problem talent leaders are navigating right now.

The relationship is the lever.

Decades of research into what makes coaching work keeps arriving at the same answer: it's the relationship. Not the platform, not the methodology. The relationship.

When a coach and client build trust over time, developing shared language, and returning to the same themes with increasing depth, something shifts. Conversations get more honest. Insights stick. The client starts doing the work between sessions, not just during them. That's when coaching becomes genuinely transformative, and it can't be rushed or replicated in a one-off session.

The ICF and EMCC are clear on this: continuity is what dives outcomes. The coaching engagements that produce lasting change are the ones where each session builds on the last, not the ones that simply offer more access.

Three principles make that possible: Consistency, Continuity, and Completion.

1. Consistency

The foundation everything else is built on.

The temptation when designing a coaching program is to treat flexibility as a feature - let people book when they want, swap coaches freely, engage on their own schedule. But frequent coach changes reset the clock. Every new coach has to earn trust, learn context, and find their footing with the client. That's time spent getting started, not getting somewhere.

A stable coaching relationship works differently:

• The coach starts to see around corners, uncovering patterns the client can't see on their own
• The client stops performing and starts being honest
• The relationship itself becomes a source of accountability, not just the sessions

Consistency doesn't constrain the work. It's what makes the deeper work possible.

2. Continuity

What turns a series of sessions into genuine development.

Without continuity, coaching tends to be additive at best- each session offers something useful, but nothing compounds. With it, the work builds on itself in ways that can't happen in isolated conversations.

What continuity makes possible:

• A limiting belief surfaced in session three becomes a thread that runs through the rest of the engagement
• A behavioral pattern the client couldn't see at the start becomes impossible to ignore by the end
• Space opens up for the harder work - the kind that requires sitting with discomfort across multiple sessions, not resolving it quickly and moving on

That slower, deeper work is where lasting change actually happens. It doesn't come from more sessions. It comes from the right sessions, in the right order, with the same person.

3. Completion

The most underrated principle of the three.

In a world of unlimited access, there's no finish line, and without one, it's surprisingly hard to know what you're working toward, or whether you've gotten there. A defined endpoint changes the entire shape of an engagement.‍

A clear endpoint creates urgency and focuses every session on what matters most.

• Shifts the question from "what should we talk about this week?" to "what do we need to accomplish before we're done?"
• Gives both coach and client a body of work to look back on, not just a log of conversations

For talent leaders, this is also what makes coaching legible as an investment. Sessions logged is an activity metric. A cohort of leaders who completed a structured engagement and can articulate what changed, that's a result.

Don't just scale it, design it (here’s how)‍ 

The opportunity in front of talent leaders right now is significant. The organizations that will get the most from this moment are the ones that treat coaching design as seriously as coaching delivery.

Practical design decisions:

• Define the arc before you launch: set the number of sessions, the cadence, and the goals upfront, not after people have already started booking
• Protect the coaching relationship: Make coach switching the exception, not the default, and design your program to discourage unnecessary re-matches
• Build in milestones: create structured check-ins at the midpoint and end of each engagement so progress is visible to both the coach and the organization ‍
• Separate on-demand support from developmental coaching: Use AI-enabled tools for in-the-moment guidance, and reserve structured engagements for the deeper work ‍
• Measure completion, not just activation: Track how many people finish an engagement, not just how many start one

Questions to pressure-test your design:

• Does every participant know what they're working toward before their first session?
• Can your coaches see enough context about a client's journey to pick up where they left off?
• Would you be able to show, at the end of a cohort, what changed, and for whom?

Access opened the door. Intention is what makes it worth walking through.

Three decisions that changed everything.

Two years ago, we made three deliberate decisions about how BTS would move with Applied AI.

We would become our own Customer Zero.

While others were building strategies, defining governance, and waiting for clarity, we made a different call: we decided not to wait. Not because the stakes were low, but because they were high. And because in a space evolving this quickly, clarity wouldn’t come from planning. It would come from movement.

So instead of starting with a roadmap, we started with three principles:

1. No top-down mandate. The people closest to the work figure it out.
2. IT must evolve from gatekeeper to enabler - leading AI trials and fast experimentation.
3. Don’t wait for certainty.

We set the organization in motion, and once we did, things started to move quickly.

What if we started this company today?

Waiting for certainty is itself a choice, and it’s costing companies more than they realize.

We started where we knew the work best: our simulations. No perfect plan, just teams moving, trying, and iterating.

Simulations are core to who we are at BTS. Companies that simulate don’t just make better decisions; they execute faster and build more engaged cultures.

The team asked a simple question:

"What if we were to start our company today?”

That question started the flywheel.

They asked IT for a few licenses and started building - vibe-coding, writing agents, and testing tools - moving at a pace that would make any VC-backed start-up smile.

The messy middle.

At first, the team was underwhelmed._‍

The early reports were blunt:

“Not good with math.”

“Poor graph capabilities.”

The team wasn't discouraged. They kept tinkering - jumping between tools, staying on top of new releases, experimenting constantly.

This was a small team, across 24 countries, building off each other’s ideas. Laughing at crazy creations. Breaking things. Iterating in a sandbox alongside real clientwork.

Each cycle produced something:

• A sharper scenario
• A faster build
• A more powerful simulation

The flywheel was turning, and it was generating something real.

When the diamond appeared.

Then something shifted.

The team moved into client trials across five countries. They figured out ISO compliance and built the architecture to handle the complexity, the “spaghetti.”

And what emerged wasn’t incremental:

• What used to take weeks started happening in days.
• Limited creativity started to feel like unlimited innovation.
• Clients became self-serving.
• Agentic simulations were built directly into client systems for real-time updates and preparation.

This was our first AI diamond - a high-impact outcome created by many cycles of experimentation compounding into real value.

It only appeared because we kept the flywheel turning, each cycle increasing the odds that something would break through.

95% adoption in eight weeks.

Then it was time to take the AI diamond global.

BTS is decentralized and highly entrepreneurial. We operate across 24 countries and 38 offices, where local teams have real autonomy.

And historically? That’s meant a low appetite for adopting something built somewhere else and pushed from the center.

So we expected resistance.

Instead, something surprising happened.

In the first eight weeks, we saw 95% adoption across our global footprint.

It felt completely different from our own digital initiatives, ERP implementations, top-down rollouts of the past.

This moved on its own. Why? 

We realized it didn’t start with a framework or a model, it started with a feeling.

The feeling of being at the leading edge of one’s craft and profession.

• Joy
• Excitement
• Pride

As we watched this play out across teams it stopped feeling like isolated wins.

There was a pattern to it. A repeatable, organic, innovation motion.

And the flywheel didn’t stop with simulations.

It spread across finance, sales enablement, legal, operations, and client delivery. Some cycles led to small improvements, and others revealed new diamonds.

Not becausewe planned for them, but because we built the conditions for people to find them.

The question I'd ask any CEO right now: Is your flywheel turning, or are you still waiting for the perfect plan?

In part 2, I’ll share the key success factors behind the breakthrough, and what we’re now seeing across more than 120 global clients.

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