Services
Build the capability to run growth and innovation across your whole organization.
Somebody has to read what is changing outside the business, decide what gets funded, what gets stopped and what gets built, and organize the teams doing the work.
Wherever that work sits in your business, and whatever it is called, the need to coordinate and align is the same. We build the capability with whoever carries it, and hand it across as they take it on.
When this is useful
Someone has been made accountable for growth and innovation across the organization, and the job is larger than running a team.
The work is already happening in more than one place, under different names, and there is more value in running it as one connected effort.
Leadership is being asked to fund something larger, and wants to know how the work will be organized and supported before it commits.
We reason from the outside in.
What we do
We start outside your organization. What is changing in your industry. What those changes mean for your customers, your competitors and your partners. Only then do we turn to what your organization should do about it.
An integrated strategy. Aligned and coordinated across teams, addressing trends across your enterprise and your industry, driving long-term value and growth while championing the needs of customers, stakeholders and the communities you operate in.
Teams that build on each other. Each team can see what the others are finding, so the same ground is not covered twice, each piece of work is informed by the one before it, and what one team learns reaches the others while it still matters.
Habits that hold. We set the behaviors that keep the work running after people move into new roles.
The practical basis. We agree what the work needs in order to run, with the people who control it: staffing, funding, space and technology.
What you receive
A scan of the environment around each team, across political, economic, social, technological, legal and environmental change. Every signal is marked as a weak signal, an emerging issue, an established driver, or a wild card, so your people can tell the difference.
A written record for each team of the assumptions built into how it works today, the evidence that challenges them, and the forces underneath. It names the surprises and the uncertainties worth watching.
A map of how value moves through the system you take part in, covering products and services, knowledge and information, and influence and access. It shows where value is created and where it leaks away.
Scenarios built on the uncertainties that matter most, and what each one would mean for your strategy.
Portfolios built across three horizons, defending and growing the core, building what is emerging, and seeding what comes later. They are constructed from the scenarios and the value map rather than from a list of ideas.
A readiness view for each direction you choose, covering people, knowledge, tools, rules and network.
A path into your annual planning cycle, so the work is funded and reviewed through the process you already run rather than alongside it.
Proposals your teams put to leadership themselves, and a decision on each one.
A record the teams can maintain as the evidence changes.
Tell us where the growth work sits in your business today, and what it is not yet able to carry.
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