Short, useful articles on strategy, operations, technology and cash — written for the people who run companies, not for other consultants.
When a growth plan loses momentum, sequencing is worth examining. This guide explores dependencies, capacity and ownership, with questions to help review the plan.
Read articleA structured way to find and remove the friction that is quietly eating your margin, without pausing the business to do it.
Read articleA useful first automation is frequent, clearly defined and well understood. Here is how to assess a candidate and recognise three sources of complexity.
Read articleProfitable businesses run out of cash because of how their commercial model is built, not because someone forgot to chase an invoice.
Read articleDiagnostics are how every engagement starts. Here is what one involves, what you get at the end, and why we do it before proposing anything.
Read articleThese articles introduce ways to examine a business problem and prepare a useful discussion. The guidance is general and does not promise a particular outcome.
Start with the growth-planning article. Use it to question the sequence of initiatives, the capacity available to deliver them and whether each priority has an owner with time.
Read the operations reset. Trace a recent piece of work through the business and note where it waited, changed hands or needed to be corrected.
Use the automation guide to define the task before choosing technology. Think about the input, the expected output, exceptions and the person responsible for checking it.
Read the diagnostic guide alongside the Process page. Use them to prepare questions about scope, information, findings and the next decision.
A short note can help connect what you have read to what is happening in your business.
Write down the part of the article that resembles your situation. Use a recent example so others can understand what you mean.
Note the constraints, uncertainties or exceptions that make your business different. Do not assume a general framework applies unchanged.
Turn the observation into a question you can discuss with the team or bring to an initial conversation.