Encl. A
Concept case: a family manufacturer chooses what to stop making
A mid-sized manufacturer with five product lines had capacity for three. The owners chose two to grow, one to maintain and two to end.
- To
- The person who has to decide
- From
- Meridew Partners
- File
- Plain strategy
Plain strategy for growing companies, written so that you can repeat it to your board.
We help the owners of growing companies make one hard decision at a time, and carry it out.
Most strategy work fails at the handover, so we write the conclusion first and leave your team able to run the result without us.
We start with the decision, not the deck.
Before any analysis we write the decision you face in one sentence, who takes it and by when. If that sentence cannot be written, the first piece of work is to write it.
This usually takes a week. It is the cheapest week of the engagement.
We write so that you can repeat it.
One thing per sentence. A verb in place of an adjective. If a sentence needs a footnote to be understood, we rewrite the sentence.
Every report opens with its conclusion on page one, and every later page can be dropped without losing it.
Your people do the work with us, not after us.
We ask for named people from your side and a weekly hour with the sponsor. Work done only by us rarely survives the handover.
If you cannot give that time, we say so before we start. See the fit check.
We tell you when we are not the right firm.
Some problems need a specialist, a lawyer, or only a decision. We say so in the first call and name the better route.
The fit check on this site is built to give that answer too.
The approach in four lines
- Decide one sentence, one owner, one date.
- Understand the few facts that change the decision.
- Choose options with their cost and what each gives up.
- Hand over your team runs it; we leave.
Two concept cases
Concept cases written to show how we report. Not real engagements.
Encl. B
Concept case: a services firm clarifies who decides
A professional services firm lost weeks to decisions that bounced between partners. Ten recurring decisions got a named decider.
Not sure we are right for the job?
Six questions. You will get an honest answer, including when it is no.
Recent reading
Decide before you analyse; Two options, not five; Why handovers fail.