We turn people potential into business performance. That’s our snappy tagline, but what it means is that we help our clients with the people side of any change.
That includes rapid organizational transformation, change management, technology change, and learning and development.
Those solutions include things like executive messaging, impact assessment, communications, training, and employee adoption.
It all boils down to strategic behavior change, which is the foundation of the outcomes our clients need.
We never put our interests above our clients’. Emerson thrives only when our clients get the business outcomes they want. That’s why many of our clients hire us again and again.
We don’t “deck and dash.” Some consultants collect information, dazzle their client leaders with a slick presentation, then send an invoice. Emerson doesn’t just strategize; we plan and implement with our clients. We roll up our sleeves and work, side by side, until we hit the target.
All kinds! We work with all industries, including the public sector. Our clients tend to be medium-to-large in size and they’re mostly US-based.
Behavior change is all we do. We were the first company with a large team of full-time professionals specializing only in behavior change. We’re not an IT consultancy or an accounting firm with a transformation practice – behavior change is all we do.
We are thought leaders. We base our proprietary methodologies on behavior science and what works in real life. We wrote a series of books that capture our favorite principles, tips and lessons learned: The Change Book, The Learning & Development Book, and The Technology Change Book.
We’re the choice of the big four consultancies. Even those who have transformation practices of their own hire us to help them. They acknowledge that we’re the best. They trust us with their brands.
We are the choice of the most recognized brands in the world. Our clients are Fortune 500 companies that you know and trust.
We are much more fun than other consultants. Ask anyone.
We have six: Quality, Authenticity, Creativity, Courage, Stewardship, and Humor. And we actually check ourselves, as a team, to make sure we’re living those values.
Blue. No, green.
Two of the differences are speed and scale. If a client needs a lot of change, fast, we deploy the full transformation methodology. We specialize in changes that target over $1M in benefits and require momentum in less than 90 days.
Another way to think about it is which parts of our methodology we use. Sometimes a change has some elements “managed” pretty well, so what we do is shore up the weak spots. For example, maybe the messaging is excellent and leaders are aligned, but the client doesn’t have a handle on stakeholder impacts and how to achieve adoption. In that case, we step in and fill those gaps. We’d call that change management.
How do we figure out whether a client needs transformation or help with change management? We talk to the client and use our change diagnostic to assess their readiness to achieve the outcomes they need.
Because we believe that’s the only way to get our clients the outcomes they want. We believe in vanilla as an ice cream, not as a great change or learning solution. We’re happy to curate the best of the best as part of the answer, but we start with a custom mindset.
Who is this organization? Who are their people? What drives them and makes sense to them? What outcomes will help them thrive. The answers to those questions guide all of our work.
Yes and Yes. We developed our own methodologies based on behavioral science and what works with our real-life clients. We use it, we help clients use it, and we even license our methodology to clients’ internal change centers of excellence.
But sometimes our clients have methodologies that work for them; we’re adept at fitting into that framework and using client tools and methods as if they are our own.
We have no particular focus. Our clients are in industries like retail, consumer products, finance, professional services, technology, healthcare, and government.
Contract practitioners are vetted, staffed, and supported just like full-time consulting employees. The only roles contractors don’t fill are oversight and client relationship management.
When we embark on a new project, we review the available team members – full-time employees and contract practitioners alike – to match skills and experience with the client’s needs. If a contract consultant is right for the role, we offer it to them. They accept or decline. If they accept, we onboard them to the project team.
Emerson Human Capital is a company of full-time change and learning professionals. We team with practitioners who are part of Emerson ReadyStaff, our contractor group. Both full-time employees and contractors go through the same rigorous recruiting process and meet the same standards of quality and professionalism.
We don’t like it ourselves, but we strongly support personal choice in pizza toppings.