Services

We help you choose three things and drop the rest.

The work ends with a short list of priorities, in order, with the reasons for the order and the things you agreed not to do.

It does not end with a 90-page document.

It takes four to eight weeks in four stages.

Decide the question. Collect the few facts that matter. Set out two or three options with what each gives up. Choose, in a session with the full team.

We run the session; you take the decision.

We need a sponsor and a weekly hour.

One person with the authority to decide, and an hour a week from them. Without it, work slows and conclusions go unread.

This is not a market study.

We use the information you already hold and a small number of interviews. If you need a market study, we will say so and suggest who does that well.

We map how work actually moves, then simplify it.

We follow three or four real pieces of work from request to delivery, with the people who did them, and mark where they waited.

Changes are small, specific and tried on one team first.

Six to ten weeks, with your team in the room.

Mapping, a weekly review with the sponsor, a trial on one team, adjustment, then rollout to the others by your own managers.

We need a team lead who will try the change.

The trial team gives a few hours a week. Without a real team to try it on, the change stays on paper.

This is not a software selection.

Tools come last. Often the fix is a rule, a name on a task or a shorter meeting.

We separate cost that earns from cost that does not.

Each large cost line is tied to what it produces. Lines that produce little are listed with their owner and a decision needed.

Four to six weeks to a plan you can act on.

Week one: the decision and the data. Weeks two to four: cost lines and cash timing. Final weeks: options, choice, plan with owners.

We need a finance contact who knows the ledger.

One person who can answer questions about the accounts in a day.

This is not an audit or a legal opinion.

We do not certify numbers. We work from yours and say where they are uncertain.

We write down who decides, who advises and who is told.

For the ten decisions that cause most friction, we name one decider, the people who must be asked and the people who must be informed.

Six to eight weeks, shaped in workshops.

Interviews, a draft, two workshops with the leaders, a trial for one quarter.

We need leaders willing to give up a decision.

Clarity means someone decides less. We ask the sponsor to say so early.

This is not a restructuring list.

We do not decide who leaves. We clarify how decisions run.

We find why it stalled and unblock it with your people.

Usually one of four things: no owner, no time, a missing decision, or a dependency nobody tracks. We find which, and fix it.

Eight to twelve weeks of weekly rhythm.

A weekly review of what moved, what did not and what is needed. Fewer slides, more decisions.

We need the sponsor to attend the weekly review.

Without the sponsor, blockers wait for the next meeting.

This is not project staffing.

We do not supply people to do your project. We help your people do it.