What the work can cover
Frame the decision
Separate the decision from the symptoms around it. Agree the objective, the owner, the constraints and the point at which a choice is needed.
Examine the choices
Compare a small set of credible routes against the same criteria. Make assumptions visible, including the option to delay, test or stop.
Build a working direction
Translate the selected route into priorities, responsibilities, measures and review points. Keep a record of the evidence behind the choice.
A clear working process
- Define the question and the decision boundary.
- Review the available evidence and identify the gaps.
- Compare the options and document the trade-offs.
- Agree a phased plan and the next review.
Bring the context you already have
- The decision you need to make and its deadline.
- Your current priorities, constraints and available resources.
- The options already discussed, including the reasons for hesitation.
- The evidence you have and the assumptions you have not tested.
Common questions
What is the difference between a strategy and a plan?
A strategy sets a direction and the choices behind it. A plan assigns the actions, owners and timing that make that direction workable. A useful engagement connects the two.
Do I need a finished business plan first?
No. A short description of the decision, the organisation and the constraints is a useful starting point. The scope can identify which evidence needs to be prepared next.