We encourage customers to build the capability to apply and scale the TIP approach themselves. The useful legacy is what your people can do when we are not in the room.
What would you be insourcing?
The ability to frame a real problem, explore alternatives, use AI to challenge assumptions, check evidence and turn what you learn into a change in the work. It includes the judgement to know when a question needs another person, another source or specialist expertise.
A copied prompt or a recording can help. The capability becomes yours when people can adapt the method to a different problem and explain why they made the choices they did.
Why would TIP encourage this?
Your organisation cannot scale an approach if every application depends on an external practitioner. Internal capability lets more people use it in real work, adapt it to local context and learn from one another.
External involvement can continue to add value through fresh perspective, challenge and unfamiliar questions. The purpose of a relationship can evolve as your people become more capable. That is a strategic choice about value, including for TIP.
The same question applies to your own offer.
Which parts of what customers buy from you could they increasingly do themselves? You could discover that as a reduction in scope. You could also help them make the transition and build a different relationship around the outcomes they still need support to achieve.
That does not mean every service should be insourced. Customers may prefer to buy expertise, reliable delivery or responsibility for an outcome. The useful conversation separates those contributions from routine production.
Give capability transfer some capacity.
Someone needs time to practise, lead the next application, adapt what has been learned and help colleagues. If the calendar is full again immediately after a session, that transfer is less likely to become part of normal work.
Use the allocation discussion to choose where internal capability matters most. An insourcing allocation can fund that learning. A shared growth allocation can give it a real customer problem to work on. Count the time once, against its chosen purpose.
One thing to try: let an internal colleague lead the next application.
Choose a live piece of work and agree what a useful result would look like. Let an internal colleague lead the framing, exploration and evidence checks, with suitable support. Review what they could do independently and where another perspective or expertise still changed the result.
That gives you a concrete conversation about capability rather than a vague claim that knowledge has been transferred. It is a suggested way to explore progress, not a guaranteed outcome or a fixed programme commitment.