The work
A little perspective.
A useful next step.
Bring the knotty question. Shape the right piece of work around it.
If explaining the business takes longer than it should, start here.
Look at who you want to help, the problem they recognise and what your business does particularly well. Bring those pieces into a proposition people can understand.
What the work can produce
- A clearer audience and problem statement
- A focused description of the offer
- A practical messaging outline for your team
A useful fit when: your services have evolved, your message feels complicated, or a new offer needs definition.
When everything feels important, give the choices a structure.
Bring the opportunities, constraints and difficult trade-offs into the same conversation. Decide what deserves attention and what can wait.
What the work can produce
- An agreed set of decision criteria
- A short, ordered list of priorities
- A record of the choices and trade-offs
A useful fit when: the business is stretched, opportunities compete for the same resources, or the team needs a shared direction.
A decision becomes useful when people know what happens next.
Turn the chosen direction into manageable work. Make ownership, dependencies and the first steps explicit, so the plan can guide an ordinary working week.
What the work can produce
- A practical action plan
- Clear ownership and dependencies
- A simple structure for reviewing progress
A useful fit when: the direction is broadly agreed, but implementation keeps slipping between other demands.
The approach
Think together.
Move with purpose.
One clear question guides the work.
The scope follows the situation.
- 01 / UNDERSTAND
Get the real picture.
Talk through what is happening, what has already been tried and what needs to change.
- 02 / SHAPE
Make the choices visible.
Explore the options and trade-offs. Put structure around the decision you need to make.
- 03 / MOVE
Leave with a next step.
Bring the thinking together in a useful working document, with actions and ownership.
Before we begin
A few
useful details.
Do I need a complete brief?
No. Start with the decision or difficulty you are facing. The first conversation helps define the question and whether a piece of work makes sense.
How is the work scoped?
The brief sets out the question, the activities, the working outputs and the decisions that remain yours. Timing and fees are agreed before we begin.
What do we leave with?
Useful working material suited to the question: a proposition, a priorities document or an action plan. The intended outputs are agreed in the brief.