Verge Value Add

Verge takes particular care in ensuring that all our core services are complemented by our value-adds:


Verge Services Value Add


Strategic Alignment:

Projects implemented in isolation of the core business strategy of an organisation are likely to fail or provide a lower return on investment. Prior to embarking on a new initiative we should assess whether it will add value and contribute to the positive growth of the organisation.

Verge assists our clients to confirm that a new initiative is:

  • aligned to strategy,
  • structured optimally, and
  • will achieve the desired results.

During the course of implementation we continuously monitor strategic alignment and will propose steps to address areas of inefficiency.


Results Management:

Verge is committed to delivering the anticipated results for each intervention. In order to ensure that our clients’ expectations are met, the following steps are taken:

  • Confirm expectations at the start of the process, including deliverables and performance measures, and include these in a service level agreement or project charter.
  • Monitor the agreed milestones or service levels in each intervention and report against them regularly.
  • Take steps to address areas that are performing below expectations.
  • Remedy poor delivery at our own cost.

Verge will not sign off on a project or intervention until both we and our clients are satisfied with the delivery and outcome..


Stakeholder Management:

All services or projects involve diverse stakeholders with varying interests. In order to ensure the success of any process, these interest groups need to be consulted, kept informed and supported when they have concerns. Stakeholder management involves:

  • Assessing stakeholders according to their interests and their ability to influence the outcomes of the intervention.
  • Developing actions plans to ensure that they are kept informed and that their particular issues are addressed.
  • Identifying the channels through which they most like to be communicated.
  • Identifying relationship owners who will take care of particular stakeholders.
  • Monitoring the ‘temperature’ of key stakeholders to ensure that appropriate steps are taken before issues arise.

Knowledge Transfer

Many organisations talk about knowledge transfer but very few implement it effectively. Verge believes that knowledge transfer needs to be handled formally and not left to happen by naturally. Verge therefore takes specific steps in each project to ensure ownership and skills development:

  • Identifying the key areas of learning required and the people to whom skills should be transferred.
  • Identifying the most appropriate means for skills transfer – on-the-job learning, mentorship, formal courses.
  • Developing and signing off learning contracts to ensure clear agreements on goals and the roles and responsibilities of each party.
  • Monitoring learning progress and ensuring that feedback is given regularly to the learner.
  • Signing off at the end of the contract period and providing a development plan for the learner to implement in the future, in order to facilitate ongoing learning and development.