Located in the City of Fishers—just north of Indianapolis, IN—the Business Solution Group (BSG) helps organizations modernize and transform how the city operates internally.

This six-person group works independently to develop new solutions to problems that have existed long before the group was created. With their various backgrounds and technical ability, they take on all sorts of projects, from modernizing HR software to organizing and equipping public works projects with new technologies and strategies.

At the end of a business cycle, BSG’s seeks out customer feedback to find out the effectiveness of the solutions created. These processes should work fluidly, customers’ experience should improve. The group is invested in their community and is invested in creating real improvement they can join in on.


BSG’s goal was to receive positive feedback from the solutions they introduced; unfortunately, the feedback they received wasn’t ideal.

With over 450 unique staff members invested in different departments and city issues, they struggled to communicate effectively with different audiences. Should they approach civil engineers the same way they would police and firefighters? In their initial attempts, all parties were blanketed with similar approaches. To put it plainly that didn’t work.

The choice to approach everyone the same didn’t account for the various idiosyncrasies unique to each group of people. BSG’s customers and clients felt the company was more concerned with the developed solution rather than their relationship. The relationship felt secondary, and that wasn’t okay.


What BSG was missing was authenticity. And they weren’t going to create deep connections with their customers until they established a meaningful relationship. To do that, they needed to focus not just on the problem, but on the people the problem was affecting.

When Purpose began working with BSG, they wanted to first establish just how important authentic relationships are. Relationships matter most. BSG needed to identify how well they responded to individual needs and from there be able to measure effective strategies.

Instead of focusing on measuring technical effectiveness, BSG shifted its focus to the people. To achieve this, the group participated in assessments proctored by Purpose, including the Leadership Report, Pairin Assessment, and the P.I., and, studying the results, the team learned a lot about themselves.


The team took a week to digest the results of the assessments before debriefing together. This showed that the team valued the feedback and were hungry for self-assessment—a healthy sign with any group. They were open to new processes, wanted to inhabit new roles and wanted to begin reflection to realize the full potential of the group.

These assessments allowed the team to learn about themselves: some members of the team were more receptive to forming meaningful relationships with customers to create a solution; others were more goal-oriented and struggled with the thought of investing in relationships. The members interested in forming those relationships were leveraged in the right areas when needed while other members were used elsewhere.

Regardless of where individuals stood, the assessment allowed BSG to begin thinking about the effectiveness, thoroughness and the development of communication in relationships with others—just by analyzing their individual scores as a team.

Purpose now fits into their ongoing strategy with customers, and they are able to use tools like these assessments with the divisions and departments they work with to receive feedback on their effectiveness. Assessment is a recursive process. Purpose equipped BSG with the learning required so they can continue to assess themselves and the relationships they have with customers over and again, conducting these learning experiences independently, to continue their growth.