1We assemble the picture
Finances, structure, processes, sales, product and how decisions are made.
Owner Advisory
Sometimes a business doesn't need a new plan. It needs an honest picture of what has stopped working.
Sound familiar?You're busy every day but can't see what exactly drives profit, Decisions are made on gut feeling because there's no single picture of the business, There are many priorities and little accountability for results
Strategy and Consulting
How we work
1
2We calculate the economics
The economics of a single customer, margin, cash flow and the real sources of profit.
3We find the constraints
Not symptoms, but what sets the speed of the whole system.
4We build a decision map
Scenarios (growth, focus, rebuild, exit, pause) and an order: what to do now, what to postpone, what not to do.
Sound familiar?
- You're busy every day but can't see what exactly drives profit.
- Decisions are made on gut feeling because there's no single picture of the business.
- There are many priorities and little accountability for results.
What usually lies behind it
When the owner can't see the system as a whole, the business starts being run by urgency. The team treats symptoms, resources get scattered, and the decisions that shape next year get postponed because there's no time for them.
What you get
The two or three levers that move results, named and calculated.
A decision map: now, later, never.
A list of what the company will give up, and why.
A next step for each decision, with an owner.
The cost of waiting
If nothing changes
- 01
Resources will keep going into low-return work.
- 02
The team will keep receiving conflicting priorities.
- 03
The cost of a wrong decision will grow along with the business.
When you don't need this service
- The problem is already pinned down to one function, for example sales. Then it's faster to start with a service in that area.
- The business is in an acute cash crisis. Crisis management comes first.
How to tell it worked
Decision clarity
how many strategic decisions have an owner and a deadline.
Focus
what share of resources goes to priorities and what gets scattered.
A visible constraint
whether the team names the main constraint the same way.
Questions
How is this different from a strategy session?
A session brings leaders together to make decisions based on prepared facts. Owner advisory is the work before the session: an examination of the whole system that shows which decisions need to be made at all.
Can we limit it to one area?
Yes. But first it's worth checking whether the local problem is a symptom of a constraint somewhere else.
How is this different from the EMET Diagnostic?
The EMET Diagnostic is the first stage of any engagement and answers the question "what is happening". Advisory continues it: it sets the order of decisions and supports their execution.
Related
Services: Strategic Planning · Strategic Consulting · Management System Materials: Symptom or cause · The cost of doing nothing
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