• “New grant funding has expanded our service offerings. To be effective, we have to be aligned on how our programs work. We can’t afford to have people pulling in different directions.”

  • “All eyes are on a new program we just purchased and delivery has to go well. The learning objectives are clear.  But, to optimize value, we need to map out the intended application of the training.  Just giving people new skills and knowledge is not enough. We need clear performance expectations.”

  • “A costly program has been offered for several years.  People are not clear on why it exists or how it is supposed to be used.  There are limited resources and these funds could be used elsewhere.  It's time to better understand the intended value of this program.”


For an initiative to work – whether it’s a training program, a client intervention, or a new product roll-out – people have to clearly understand the expected behaviors and outcomes.  Simply arming a person with new capabilities will not drive results; guidance on how to successfully apply those capabilities will.  BEI helps organizations "see the hidden wiring" of how their initiatives should work.  This may be at the program level - for example, highlighting the connection between what participants learn, expected use of that learning, and results achieved from learning application.  Other times, this is at the job or team level - for example, clarifying who needs to do what, when, and with whom for a new product or service launch.  This clarity enhances expectations and accountability for participants, specifies responsibilities across job roles and functions, and illuminates intended impact for supporters.
Assessing alignment is a first step in BEI’s evaluation process as good evaluation requires a clear and coherent understanding of how a program is intended to work.  For years, BEI’s clients have found such great value just in this “pre-work” that it is now offered as a stand-alone service.