Return on investment
As business leaders we should always be looking at the return on any investment that we make in our organisations.
BHC is no different.
That’s why we have a robust framework that shows the return on investment that you make in our methodology. If you invest in us helping you to improve the health of your organisation, you should know how we are going to give you a positive return on that investment.
We use lead/lag indicators
Many of us in BHC have held senior leadership roles in large organisations around the world, and part of the value of working with BHC is the experience that we bring.
One of the methodologies that we have employed are the use of lead and lag indicators in a process as method of measuring inputs and outputs of a process – and thereby improving it.
A lead indicator is a metric that is an input to a process – such as the completion of a safety briefing prior to a hazardous work process.
A lag indicator is a metric that is an output of a process – such as injury rate statistics.
When looking at the commercial operation of an organisation, we can treat the cultural health metrics as lead indicators to the profitability of the business unit as lag indicators: we can therefore see the correlation between improvement in profitability of the organisation and the improvement in cultural health as a result of the BHC engagement.
