A direct, confidential first conversation. No presentation required.
They need timely decisions, visible dependencies and governance able to intervene. We bring control without adding bureaucracy.
The decisions we address
We clarify the real decision, the value at stake, constraints and viable alternatives. Assumptions and trade-offs become visible before resources are committed.
From evidence to roadmap
We combine stakeholder evidence, economics, capability assessment and risk. The outcome is a prioritised route with owners, dependencies and measurable success criteria.
Execution built into the design
Governance, technology, people and change are designed together. We can stay through mobilisation and delivery, then transfer methods and capability to the organisation.
Delivery
How the engagement works
01 · Evidence
We reconstruct facts, constraints, stakeholders and open decisions.
02 · Options
We compare alternatives, impact, risk and required capabilities.
03 · Mobilisation
We define owners, roadmap, governance and first executable decisions.
04 · Transfer
Methods and tools become part of day-to-day work.
What stays with the client
A documented decision, a governable roadmap, clear accountability and the assets required to continue without dependency on the adviser.
Metodo
How we work on this
Durations are indicative and shift with the size of the organisation. What does not shift is what goes into each phase and what comes out.
01
Diagnosis in the room
1–2 weeks
In: the stated plan, reported progress, the open risk log. Out: the gap between what is reported and what is true, and the three causes that explain most of the delay.
02
Plan reconstruction
2–3 weeks
In: the diagnosis. Out: a plan with visible dependencies, milestones verifiable by someone who did not write them, and the decisions that must be taken by a date.
03
Operating governance
ongoing
In: the reconstructed plan. Out: a meeting rhythm that produces decisions rather than updates, escalation that actually works, and a decision log with dates and owners.
04
Handover
final 4–6 weeks
In: the programme back on track. Out: tools, rituals and criteria in the hands of the client teams, with us stepping back in stages rather than all at once.
Deliverable
What the client is left with
Evidence-based diagnosis
What is late, by how much, and for which documented cause. Without assigning blame: the causes are almost always structural.
Reconstructed plan
Milestones an outsider can verify, dependencies across suppliers and functions made explicit, critical path stated.
Decision log
Every decision with date, owner, the information it was based on, and what would reopen it. The artefact most often missing.
Governance kit
Standard agenda, escalation criteria, status format. They stay with the client and keep working without us.
Decisioni
The decisions brought to us
These are the questions as the decision-maker puts them, not as we would rephrase them.
Do we rescue this programme, scale it back, or close it — and who has the authority to say so?
Is the delay about execution, or was the plan never executable in the first place?
Is the supplier the problem, or is the problem how we are governing them?
What will we actually deliver on the promised date, and what are we pretending we can deliver?
Misura
How we tell whether it worked
Indicators are agreed before we start and reviewed together. None of these is a promise of a result: they are how a result gets measured.
Reported versus real gap
Difference between declared and verifiable progress. Measured at the start and driven to zero: it is the first result of any recovery.
Decisions closed per week
Issues resolved in the steering committee rather than deferred. A programme in trouble defers; one recovering decides.
Milestones met after reconstruction
Share of targets hit against the new plan, which is the only honest comparison.
Cases
Cases related to this service
The hidden cost of two systems that do not talk to each other
Context
B2B services company. The billing cycle moved from CRM to ERP through a manual reconciliation repeated every day.
Constraint
Replacing one of the two systems was the solution everyone took for granted, and the most expensive one. The real question was whether it was needed at all.
Decision
No replacement. The choice was to integrate, with an API middleware and bidirectional synchronisation, leaving both systems where they were.
Outcome
Forty hours of manual work a month no longer needed, and two systems left in place.
Case anonymised with the client's authorisation. Metrics refer to the perimeter described; baseline and period are shared in a confidential conversation.
FAQ
Frequently asked questions
How does an engagement begin?
With a direct conversation and, when useful, a short assessment to clarify the decision, evidence, scope and expected outcome.
What do you deliver?
A decision-ready view and the assets needed to act: options, business case, roadmap, governance, measures and delivery plan as relevant.
Do you support implementation?
Yes. We can lead or assure delivery and transfer capability to internal teams.