Training & Development

Strategy & Problem-Solving

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Training & Development

Strategy & Problem-Solving

About

Proof

Start a Conversation

CONSULTING

When something important isn’t working, make sure you’re solving the right problem.

ITCB helps leaders understand what’s really happening, clarify priorities, and move from uncertainty to practical action.

You don’t need to know which consulting service you need before reaching out. Start with what’s happening. We’ll help you determine what kind of support makes sense.

Tell Us What You’re Trying to Solve

CONSULTING

When something important isn’t working, make sure you’re solving the right problem.

ITCB helps leaders understand what’s really happening, clarify priorities, and move from uncertainty to practical action.

You don’t need to know which consulting service you need before reaching out. Start with what’s happening. We’ll help you determine what kind of support makes sense.

Tell Us What You’re Trying to Solve

CONSULTING

When something important isn’t working, make sure you’re solving the right problem.

ITCB helps leaders understand what’s really happening, clarify priorities, and move from uncertainty to practical action.

You don’t need to know which consulting service you need before reaching out. Start with what’s happening. We’ll help you determine what kind of support makes sense.

Tell Us What You’re Trying to Solve

You usually know when something isn’t working.

You may not know why.

The same problem keeps coming back.

You’ve addressed it. Talked about it. Changed something. Maybe even invested significant time and money in fixing it.

And yet, months later, you’re dealing with some version of the same issue again.

You have a plan, but priorities aren’t turning into action.

Everyone agreed on what mattered. Then the day-to-day took over.

Important priorities compete with urgent demands, departments focus on different things, resources get stretched, and progress slows.

Different parts of the organization see the situation differently.

Leadership sees one thing. Managers see another. Employees closest to the work may see something completely different.

That doesn’t necessarily mean anyone is wrong. It may mean everyone is seeing a different part of the problem.

When that happens, another quick solution may not be the answer.

You usually know when something isn’t working.

You may not know why.

The same problem keeps coming back.

You’ve addressed it. Talked about it. Changed something. Maybe even invested significant time and money in fixing it.

And yet, months later, you’re dealing with some version of the same issue again.

You have a plan, but priorities aren’t turning into action.

Everyone agreed on what mattered. Then the day-to-day took over.

Important priorities compete with urgent demands, departments focus on different things, resources get stretched, and progress slows.

Different parts of the organization see the situation differently.

Leadership sees one thing. Managers see another. Employees closest to the work may see something completely different.

That doesn’t necessarily mean anyone is wrong. It may mean everyone is seeing a different part of the problem.

When that happens, another quick solution may not be the answer.

You usually know when something isn’t working.

You may not know why.

The same problem keeps coming back.

You’ve addressed it. Talked about it. Changed something. Maybe even invested significant time and money in fixing it.

And yet, months later, you’re dealing with some version of the same issue again.

You have a plan, but priorities aren’t turning into action.

Everyone agreed on what mattered. Then the day-to-day took over.

Important priorities compete with urgent demands, departments focus on different things, resources get stretched, and progress slows.

Different parts of the organization see the situation differently.

Leadership sees one thing. Managers see another. Employees closest to the work may see something completely different.

That doesn’t necessarily mean anyone is wrong. It may mean everyone is seeing a different part of the problem.

When that happens, another quick solution may not be the answer.

Their synthesis of hours of interviews, findings and document analysis allowed us to ‘cut through the noise’ and focus on the outcomes needed to move us forward.

Robert E. Anderson

Vice Chair, NC-SARA Board

Their synthesis of hours of interviews, findings and document analysis allowed us to ‘cut through the noise’ and focus on the outcomes needed to move us forward.

Robert E. Anderson

Vice Chair, NC-SARA Board

Their synthesis of hours of interviews, findings and document analysis allowed us to ‘cut through the noise’ and focus on the outcomes needed to move us forward.

Robert E. Anderson

Vice Chair, NC-SARA Board

WHY UNDERSTANDING MATTERS

The visible problem may not be the real problem.

What looks like an obvious organizational problem may have causes that are harder to see. Understanding what is actually happening helps leaders avoid investing in solutions that don’t address the real issue.

Staffing problem

May actually involve processes, workload, resources, or systems.

Motivation problem

May actually involve unclear expectations, low trust, poor communication, conflicting priorities, or conditions that make good performance difficult.

Strategy problem

May actually involve an incomplete understanding of customers, capacity, culture, workload, or what the organization can realistically execute.

Accountability problem

May actually involve unclear ownership, expectations, buy-in, resources, or follow-through.

That is why we believe in understanding before prescribing.

HOW ITCB HELPS

Three ways we help organizations move forward

Reality-Based Strategic Planning

Build the plan around the organization you actually have.

Strategic plans can fail when they are built around assumptions rather than organizational reality.

ITCB helps organizations develop useful strategic direction by considering stakeholders, customers, organizational culture, resources, workload, capacity, operating constraints, and competing priorities.

Depending on the engagement, this may include strategic discovery, stakeholder input, facilitated planning, priority setting, implementation structure, evaluation frameworks, and practical next steps.

The goal is not to produce a planning document. The goal is to create clear direction people can actually use.

Talk With Us About Strategic Planning

Turning Strategic Priorities Into Action

When you know what matters, but progress is slower than it should be.

Sometimes the organization does not need another plan. The priorities are already known.

The challenge is translating those priorities into consistent action when departments are misaligned, urgent demands compete for attention, resources do not match expectations, or responsibilities are unclear.

ITCB helps leadership clarify priorities, identify obstacles, align decisions, and create a realistic path from intention to execution.

The point is not more activity. It is better movement on the work that matters.

Tell Us What You’re Trying to Move Forward

Organizational MRI / 360×360

When the problem keeps coming back, or everyone sees it differently.

Some situations are too complex, recurring, or consequential to understand from a single perspective.

ITCB’s Organizational MRI / 360×360 approach develops a fuller picture through appropriate discovery, potentially involving leadership, managers, employees, departments, customers, suppliers, partners, and other stakeholders.

Depending on the situation, discovery may involve interviews, document review, existing organizational information, surveys, and synthesis of findings.

Not every engagement requires an MRI. The level of discovery should fit the problem.

Talk With Us About What’s Happening

CONSULTING IN PRACTICE

When understanding the organization comes before planning its future.

NC-SARA | National Council for State Authorization Reciprocity Agreements

THE SITUATION

NC-SARA coordinates a national system of interstate reciprocity agreements that helps colleges and universities offer distance education across state lines.

During a period of rapid change and growing demands, NC-SARA engaged ITCB to support its strategic planning efforts.

ITCB’S WORK

As the engagement developed, the importance of understanding the organization’s current situation became clear.

The work expanded to include an organizational clarity study, drawing on stakeholder perspectives, existing information, and analysis to develop a fuller picture.

THE CONTRIBUTION

The study provided leadership with a clearer foundation for considering organizational priorities and next steps.

Questions you may be asking

Do we need to know exactly what the problem is before contacting ITCB?

No. Many situations begin with a symptom, concern, or recurring frustration rather than a clear diagnosis. Start with what you’re seeing. We can help determine what kind of next step makes sense.

Does every consulting engagement start with an Organizational MRI?

No. The MRI is useful when the problem is complex, recurring, unclear, or seen differently across the organization. A focused issue may require far less discovery. We scale the work to the problem.

How is ITCB’s strategic planning different?

Reality-Based Strategic Planning starts with the organization as it actually is. We consider the people, resources, customers or stakeholders, culture, workload, constraints, and competing priorities that affect whether the plan can work. The goal is not simply a document. It is useful direction.

What does working with ITCB typically look like?

That depends on the situation. An engagement may begin with leadership conversations, review of existing information, stakeholder input, a focused planning process, or deeper organizational discovery. We don’t force every organization through the same consulting process.

What if the issue turns out to be training?

Then training may be the right solution. ITCB also provides workplace learning and performance services, including manager development, communication, change, custom learning, and other practical training. We would rather recommend the right response than force a problem into the wrong service.

Do we need to know exactly what the problem is before contacting ITCB?

Does every consulting engagement start with an Organizational MRI?

How is ITCB’s strategic planning different?

What does working with ITCB typically look like?

What if the issue turns out to be training?

START A CONVERSATION

Tell Us What You’re Trying to Solve

You don’t have to know which engagement you need. Start with what is happening, what you’re trying to improve, or what keeps getting in the way. We’ll start there.

Tell Us What You’re Trying to Solve

START A CONVERSATION

Tell Us What You’re Trying to Solve

You don’t have to know which engagement you need. Start with what is happening, what you’re trying to improve, or what keeps getting in the way. We’ll start there.

Tell Us What You’re Trying to Solve

START A CONVERSATION

Tell Us What You’re Trying to Solve

You don’t have to know which engagement you need. Start with what is happening, what you’re trying to improve, or what keeps getting in the way. We’ll start there.

Tell Us What You’re Trying to Solve