Advisory
Work out what the gap is before buying a course.
Most training is bought by course title. The work below happens before that: establishing what your people cannot currently do, what it costs you, and whether training is the thing that closes it.
What this covers
Training needs analysis
Working out what your people cannot currently do, which of those gaps actually costs you something, and which of them training can close. Some cannot: a gap caused by a broken process or an unclear standard does not respond to a course, and we will say so rather than sell one.
Programme design
Turning that into a curriculum: what is covered, in what order, over how many days, in which format, and who it is for. Designed backwards from the change you want to observe rather than assembled from an existing catalogue.
Measurement design
Agreeing what observable change counts as success before the programme runs, so it can be assessed afterwards against something you set rather than a satisfaction score we collected.
Curriculum review
Reading an existing internal programme against what it is meant to achieve, and saying where it does not. Useful when training already exists and is not landing.
What it is not
GATI is a training institute. Its advisory work is scoped to capability and the programmes that build it. Saying so here is cheaper for both sides than discovering it in a third meeting, and a page that leaves this to inference gets read as the larger claim.
- Management or strategy consulting
- Regulatory, financial or compliance audit
- Recruitment, staffing or secondment
- Software selection or systems implementation
If what you need is one of those, we would rather say so than take the brief.
How the work runs
The same five steps every GATI programme follows, starting before there is a programme at all.
- 01
Diagnose
We start from the capability gap, not from a course list. What can your people not currently do, and what does that cost?
- 02
Design
The programme is built backwards from the change you want to observe afterwards. That decides content, duration and format, in that order.
- 03
Deliver
Delegates work on their own material rather than case studies, so what they leave with is usable immediately.
- 04
Apply
Every programme ends with something written: a plan, a standard, a test programme. Not notes.
- 05
Measure
The measure is whether the observable change happened, agreed at the design stage rather than invented afterwards.
Where this starts
The corporate brief asks you to describe the gap rather than choose a course, which is the first step of the work above. It takes a few minutes and produces something an advisor can actually respond to.