You are about to commit to something significant. A new market. A grant application. An acquisition, or the integration that follows one. A capability you are going to build. A redundancy plan that is being finalised
Everyone who has read the plan works for you, reports to you, or helped write it. That is not a criticism of them. It is the reason none of them can see it plainly.
One hour on a call, then four pages within three working days.
What you are actually deciding — the decision restated in different words, with its ambiguities, and the places where two people in your own organisation would read it differently.
What already exists — who has faced this before and what they did. Usually somewhere you had no reason to look.
What you already hold — the assets, relationships and knowledge the plan does not use.
What you are assuming — including the assumptions nobody named, and which would be expensive to be wrong about.
It is direct
Not a strategy document, and not flattering. One person with more than twenty years across eight countries, telling you plainly what they see.
One recent recipient described it as useful precisely because it was not flattering, but straight to the point. The "ouch" was the point.
It is a considered opinion, not professional advice — and where you need your lawyers or accountants, the review will say so.
£520. Four pages within three working days of your material arriving.
£780 express. Reviewed by the next working day, subject to availability. The same review, faster.
Everything you send is confidential, never quoted, and deleted after ninety days. Our terms of engagement will be sent when you book.
Book the Outside View →
You book, we talk for an hour, and at the end of the call we agree what you send — usually less than you expect, and nothing that needs writing specifically. Your review will arrive promptly as agreed.
Seldom do companies recognise the value of their full range of assets and how linking and leveraging them can allow new opportunities to emerge.
It is something we routinely do to guide company teams to develop a detailed asset range and then achieve valuabe return on the innovation that develops from breaking these "assets" down into useable components. It is then remarkable the new markets that reveal themselves.
Discuss options with us.
When the problems we face ar so complex because they are intertwined with things out of our control but we need resolution, where to start?
We have been the guide through this to rapidly identfiying the preferred future. Then we help your team to move from problem identification to forward paths quickly and with small iterative steps that offer insight and move you rapidly but thoughtfully forward.
Contact us to chat about the complex issues your company is facing. These are "we don't know how to do" problems that respond to new ways of working. Our traditional "we know how to do" can already be handled by our existing structures.
Let us help untangle complexity and move towards the ability to be quickly responsive to any new challenge.
When silo working is holding back your organsiational progress it is time to re-engage your people with new ways of collaboarting and communicating. We've worked with global agencies whose success depends on better cross-team working, and companies who have unwittingly fostered silo insularity.
The success has been rewarding - and fascinating to see how cultural change was self-created by the participants.
We can do the same for you.
Contact us to discuss - one two hour free consultation will identify
what we can do together so we can quote a fixed price.