Understand
We listen, then we prove we heard you. The phase ends with the problem written down in a form you recognise and would defend in front of your board.
Inside the understand phasePhase 02 · Ideation
Options, not an option. Costed at three budget levels, sequenced across three horizons, and tested against what the business can actually absorb.
Objectives
Method
We use what the problem needs. Nothing here is run for the sake of having run it.
The whole team in a room on your problem. Diverse backgrounds are the point: finance, commercial, operations and design argue it out.
What happens now, drawn honestly, so the change has somewhere to attach.
Scenarios with the cash consequences attached, so options can be compared rather than argued about.
Each option assessed on the same criteria, in the open.
Designed to the business you have, not the one an org chart describes.
Outputs
Who is involved
The problem owner plus finance, and whoever will have to run the change. Two to six weeks depending on the modelling.
The decision point
At the end of Design you own the options and the models. Taking them in house and running the change yourself is a perfectly good outcome, and some clients do exactly that.
The rest of the model
We listen, then we prove we heard you. The phase ends with the problem written down in a form you recognise and would defend in front of your board.
Inside the understand phaseThe design leaves the page. You pick the level of help, from a handover guide you run yourself through to us running the programme.
Inside the execute phaseDid it do what it was designed to do? We measure the return, capture the learning, and say plainly what we would do differently.
Inside the review phaseNext step
Tell us where you are. If you are not sure which phase you need, that is a normal place to start and the conversation will settle it.