The consortium meets an organisation where it is and moves it forward through structured engagements. Each is a vector into the same 360° model, scoped to where you sit on the path.
Start with the assessment → Request a working session →Ordered roughly by depth. Most organisations start at the top and work down, and the assessment identifies which one fits.
One room, one problem, and a working answer at the end of it. Usually the first engagement, and often the one that establishes whether a longer relationship is worth either side’s time. Delivered to a leadership team rather than an auditorium.
What you getHands on, built around the organisation’s own systems and its own failure modes rather than a worked example. Structured as a keynote, a panel on moving proof of concept into production, a briefing on the regulatory position, and roundtables.
What you getA longer sequence for organisations already past the pilot stage, run with consortium operating partners. Designed to convert scaling momentum into a genuine portfolio operating model rather than a larger collection of experiments.
What you getA continuing relationship with consortium practitioners for the length of a deployment. This is what organisations need most and ask for least, because the difficult decisions arrive after the launch rather than before it.
What you getA place in the consortium’s published work. This is how a member’s internal practice becomes something the rest of an industry can read, use and argue with, which is worth more to the member than it first appears.
What you getHosting a consortium symposium on your site or campus. Past hosts include BASF Freeport, the University of Kentucky, DePaul University and Texas A&M, with the room drawn from council membership and the host’s own network.
What you getThere is no rate card, and the reason is not evasiveness. A half-day briefing for a leadership team of eight and the same briefing delivered across three sites on two continents are different pieces of work, and pretending otherwise produces a number that is wrong for both.
Pricing is shaped by three things: the scale of the organisation, the size of the audience, and where the engagement is delivered. A quote follows the scoping conversation and states what is included, who delivers it and what the organisation is expected to bring.
The consortium is a 501(c)(3). Engagement revenue funds the research, the symposium programme and the published frameworks, which are given away.
Take the readiness assessment to get a recommended track, then request a working session. The assessment travels with the request, so the first conversation starts from a profile rather than from scratch. The first response arrives within a day.
Take the assessment → Request access →