Approach
Short engagements, small teams, and one rule: nothing goes on a slide unless someone in the business recognises it.
The four stages
Listen
We interview leadership and the people closest to the work, read what already exists, and collect the questions that keep coming back. Most of what we need is already in the organisation; it is just spread out.
Map
We build the capability map, value streams and application landscape, then test them in short sessions with each area. A map nobody disagrees with has not been looked at closely enough.
Decide
In a working session with the leadership team, the map turns into a short list of choices. Each one comes with what it costs, what it unlocks and what it means for other areas.
Plan
We size the chosen initiatives against real capacity and write a roadmap with owners, budgets and checkpoints. The first ninety days are planned in detail; the rest stays deliberately coarse.
Principles we work by
- One page beats one hundred
- If the picture does not fit on a wall, it will not fit in anyone's head.
- Capabilities before org charts
- Structures change every few years. What the business has to be able to do changes far more slowly.
- Name the trade-off
- Every recommendation states what you give up by following it.
- Leave it running
- We hand over the models, the templates and the routine, so your team can keep them current without us.
Who we work with
Mid-sized organisations and business units of larger groups, typically during a merger, a platform change, a new strategy cycle or a transformation programme that has lost its shape.
We work with leadership teams, enterprise and solution architects, transformation offices and finance. We work remotely across Europe and on site when it matters.