Capability 04 · Plan
What should we do, and what is it worth?
Plan what to do about it. Initiatives built from those gaps, each tied to the lever it moves and the value at stake.
You getValue creation plan, prepared by our analysts on our own platform.
Discuss your projectSee what you receive ↓What you get, and what you provide
Value creation plan.
Turn the gaps into a plan. We build the initiatives from the diagnostic, test the options and their feasibility, and set out the business case and value at stake for each, with the trade-offs explained for management.
- Who it is for
- Strategy, corporate-development and transformation teams, directly or alongside an adviser.
- What you get
- A value creation plan: each initiative on a common basis, the lever it moves, the key assumption behind it, the work needed to test it and a confidence level.
- Format
- Document and slides.
- Scope and timing
- Scope, formats and delivery dates agreed before work starts.
- What you provide
- The business unit, the constraints, the internal facts we may use, a contact on your team to agree the scope with us and answer questions while the work runs.
- Refresh
- When the choice or the constraints change.
Each option sits on one row: the evidence for it, the key assumption behind it, the work needed to test it and a confidence level. Where the public record does not settle an assumption, the confidence stays low rather than being assumed.
| Option | Evidence for | Key assumption | Work to test it | Confidence |
|---|---|---|---|---|
| Build | Existing capability; slower to scale | Hiring at pace | Capacity plan against internal data | Confidence · medium |
| Buy | Two candidates fit the criteria | Price within range | Company briefs on both | Confidence · medium |
| Partner | One partner covers the region | Exclusivity acceptable | Terms review | Confidence · low |
How we run it
- 01You
Frame the choice.
- 02Our platform
Structures external research and permitted inputs around the choices.
- 03Our analysts
Interpret the research, test feasibility assumptions and explain the trade-offs.
- 04Together
Compare the choices.
- 05Management
Decides and owns execution.
Scope boundaries
The engagement covers research and analysis. The following are outside this work:
- Operational certainty.
- Invented private financials.
- Implementation beyond research.
Start with a pilot
One question, one bounded piece of work.
- Your question
- One live question, with the decision it serves.
- Your inputs
- Your list and your rubric, or a starting set we agree with you.
- What comes back
- A reviewed answer with a point of view: a ranked shortlist, a brief or a benchmark.
- The evidence
- A source appendix, with anything unverified flagged.
Scope, format and delivery date are agreed before work starts. If the pilot earns its place, it becomes a recurring engagement on your calendar.
Anonymized engagements
A typical engagement.
Anonymized examples of delivered research—not measured financial outcomes.
A defence growth plan, ready for the chief executive
- The challenge
- An industrial manufacturer wanted to know how defence could grow its business.
- What we delivered
- Scored its defence opportunities on attractiveness and ability to win, with a discussion paper for the chief executive and a sourced evidence pack.
- What it enabled
- It passed senior partner review, opened a conversation with the company’s executives and was reused for a second manufacturer.
Your context
Research for your team.
Start with one question
Bring us the gaps. Get back a reviewed value creation plan.
Tell us what you’re investigating and when you need an answer. We’ll discuss the scope, inputs and research that would help.