A company in which sales and delivery are the same promise everyday.
In IT services, it is all about one thing: the promise to the customer. The parties that truly stand strong are those where sales and delivery speak the same language and do not surprise each other. INR helps you work toward building an organization like this: one where agreements are both acceptable to clients and remain feasible, and where risks are identified early on, well before they derail projects.
Present your challenge to usThe tension that remains between them.
The intention is good. Still, it always gets stuck on the same point. Sales says what the customer wants to hear, delivery then has to make it happen, and somewhere in between is the engineer who already sees the risk.
Say what the customer wants to hear, because the deal has to be closed.
Already sees the risk, but doesn't bring it up, because reporting mostly caused trouble before.
No unwillingness, but a structure in which responsibility fragments as soon as multiple teams are involved.
If that tension persists, issues will only become visible late, and the bill ends up with delivery, for promises made earlier.
A self-image wins over any reminder.
Addressing someone about proactive behavior rarely truly sets anything in motion. Behavior grows out of the narrative people build about themselves, fueled by what their actions yield. Whoever notices that escalating mainly causes hassle will start to see themselves as someone who better stays quiet.
That self-image trumps any appointment or reminder. INR works precisely there—on the narrative and on the circumstances that reinforce that narrative every day.
No soft cultural action, but intervention in how work actually proceeds.
What changes when you tackle it at the core.
Imagine that tension no longer drives the system.
Then reliability becomes a distinguishing feature, not the point where you have the most to lose.
Not a type someone falls into, but insight into where movement begins.
Many models categorize people into types. INR, on the other hand, shows why Someone does what he does. Two engineers can both rarely escalate, but for completely different reasons: one keeps quiet after being burned before, the other doesn't want to ask for help because that feels like failure to him. If you treat them as the same type, neither of them will budge.
Where we usually start.
The best starting point depends on where the tension builds up the most for you. We will figure that out together in an initial conversation. As a guide:
In practice, it is often a combination. Which route and order will yield the most results will become clear during our initial conversation.
Submit your issue to us.
In an initial conversation, we map out together where the promise between sales and delivery falls short, and where development has the greatest impact. You walk away with a clearer picture of your own organization, even if we do not continue working together afterward.
Schedule a conversation
