Closework appeared for the first time in a The New Yorker article in 2001 [1] The article was titled: CLOSEWORK by JOE KLEIN, "Why we couldn't see what was right in front of us". The article discusses US forces in the Gulf War and the need for insurgency operations and working closely with the locals on the ground in order to find success. Since that time Celerant Consulting has been using that term and had it registered as a trademark in 2006. Closework was also the title of a book "Closework: A Story That Will Change The Way You Think About Your Life, Work, And Future" by Adam Lury and Simon Gibson in the same year. The book is available for purchase online but not quoted online. It was, however, referenced in preparation of this article.
Celerant Consulting has been using Closework to talk about its theory of intervention in managing change as being based on outcomes [2]. Change management (people) is often described as a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. Celerant's work with clients is said to provide certainty that at the end of a project results – financial and operational will be delivered, be sustainable, and those results will be founded on behaviours that underpin performance: 1. Increased capability at all levels of the organisation 2. Ability to deal with continual change 3. A legacy of difference makers - embedded strategic change agents 4. Universal ambition
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