Conclusion: some hard truths
Highspring didn’t begin as a unified organization. We were a $1 billion+ business spread across separate brands, services, and systems. We were delivering but not moving as one.
That fragmentation was slowing us down. We saw it in the way priorities competed. We felt it in the distance between ideas and action. And we knew that if we didn’t shift, we’d fall behind the very clients we were trying to serve.
So we rebuilt from the inside out.
We integrated Consulting, Managed Services, Talent Solutions, and Technology. In doing so, we unified our various brands within a new organization represented by two connecting brands, Highspring and Vaco by Highspring.
We call this shift Agility at work.
Yes, it’s our tagline, but it’s also how we operate, it’s how we make decisions, and it’s how we deliver clarity to clients—fast, aligned, and transparent.
We conducted this research in part to validate this decision. In addition to identifying areas for improvement, we also validated some lessons learned along the way:
↗ Performance culture, on its own, hits a ceiling. Growth stalls when execution can’t flex.
↗ High-performance cultures break when twisted. Strong performance under pressure doesn’t matter if the system can’t rotate. That’s organizational shear.
↗ The shift always comes. The only question is whether you’re ready when it does.
↗ Agility enhances a performance culture. The data proves it, and we’ve lived it. Nearly every high-agility company in our research was also a top performer.
Agility at work was our answer. It’s what our practice is all about, and our data shows that it’s effective.
