| Abstract: | In this article, two internal consultants discuss their adherence to the Human Performance Technology (HPT) principles and standards as they launched a large cross‐functional project in partnership with a business unit and a team of external consultants. As new colleagues in a large telecom company, their reliance on HPT to provide a common framework and language was critical. It also allowed for a rapid onboarding for one of the consultants and a successful partnership for both. They discuss how they leveraged the established structure to align future work to their specific capabilities and expertise. |
