Strategy and Consulting
Strategic decisions, the business model and the owner's priorities. We help you choose where to direct limited resources and say out loud what the company will give up.
Common requests:Several directions for growth look equally sensible, Decisions are made quickly and revised a month later, The owner can't say what the company stopped doing this year
Services in this area
5 services
01Strategy and Consulting · 01
Owner Advisory
A look at the whole business system and the order of decisions: what to do now, what later and what not to do at all. For when the owner is busy every day but it's unclear what drives profit.
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02Strategy and Consulting · 02
Strategic Planning
Priorities, scenarios and a sequence of decisions tied to budget, people and deadlines. A strategy you can execute.
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03Strategy and Consulting · 03
Strategic Consulting
An independent outside view of one expensive fork in the road: a new line of business, a major investment, a change of model. For when the cost of a mistake is high.
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04Strategy and Consulting · 04
Business Model Review
How the company creates, delivers and keeps value, and which part of the model is stopping working. For when revenue grows but profit doesn't.
Learn more05Strategy and Consulting · 05
Strategy Session
Leaders in one room, prepared with facts. The result: decisions with owners and deadlines.
Learn moreWhat people come with
Does this sound familiar?
- Several directions for growth look equally sensible, and the choice has been postponed for more than one quarter.Situation 01Strategy starts with a list of things you won't do.
- Plans live separately from the budget and from what the team is actually busy with.Situation 02Strategy starts with a list of things you won't do.
- Decisions are made quickly and revised a month later.Situation 03Strategy starts with a list of things you won't do.
- The owner can't say what the company stopped doing this year.Situation 04Strategy starts with a list of things you won't do.
The core idea of this area
Strategy starts with a list of things you won't do.
The short self-assessment for this area checks what the ambition rests on: whether there are grounds for the choice, whether the priority is backed by resources and whether the team understands the direction the same way.
- 01Priorities and refusals: have you named what the company won't do
- 02Unit economics: do you know how much you earn on one deal
- 03Management data: are decisions based on facts
- 04Readiness for a new market: does the model carry over
- 05Differentiation: is there a reason to choose you
How we see it
Strategy changes what people do next Monday. If the team does the same things after the strategic work as before, there was no strategy.
That's why we start with the question "what will you stop doing" and finish with owners and criteria that will show within a quarter whether we were wrong.
When this area won't help
- Strategy doesn't replace management. If decisions don't reach owners and deadlines, start with the management system.
- We don't forecast the market. We work with scenarios and the cost of each.
- If the economics of a single customer don't add up, it's too early to choose a direction for growth. We calculate them first.
Questions
How is a strategy different from a plan?
A plan answers "what will we do". A strategy answers "what won't we do, and why". If the document has no second list, it's a plan.
How long does strategic work take?
The EMET Diagnostic takes from one week to three months, depending on scale. After that, the timeline depends on whether hypotheses need to be tested in the market: that is work with market data.
Can we start with strategy if the business is in crisis?
No. In a crisis, stabilization comes first. While the cash horizon is measured in weeks, strategic decisions are made blind. There is a separate area for this situation: crisis management.
What does the company keep after the work?
Three to five priorities with their rationale, a list of refusals, scenarios with conditions for switching between them, and a next step for each priority with an owner.
Related articles and case analyses
Strategy as a list of refusals
A document that lists only what the company will do is a plan. What makes it a strategy is the second list: what it won't do.
Not sure the problem is strategic?
What people call strategy often turns out to be a question of economics or management. The first meeting is free, and that's where we'll sort it out.