Growth & Corporate Strategy
A growth strategy engagement that ends in a defensible set of choices — where to play, how to win, what to stop — rather than a longer list of things to try.
You are probably here because of one of these.
None of these is the problem. Each is a symptom, and the diagnostic exists to find out which underlying constraint is producing it — because the obvious answer and the correct one are frequently different.
- Revenue is growing but nobody can explain why, which means nobody can explain how to make it grow faster.
- The leadership team would give three different answers to “what is our strategy?”
- Every function has a plan. None of them subtract anything.
- The board is asking for a three-year view and the honest answer is that you have a twelve-month budget with ambition attached.
- Growth has flattened and the debate has become about effort rather than direction.
What you actually receive
Artefacts, not impressions. Everything below is yours to keep, rerun and hand to a board.
Constraint diagnostic
The single binding constraint on growth, evidenced — demand, conversion, retention, capacity or capital — not the one that is loudest.
Strategic choice cascade
Winning aspiration, where to play, how to win, capabilities required, management systems. Options scored on expected value, not preference.
One-page strategy
The whole thing on a single page. If it needs more, the choices are not sharp enough yet.
Kill list
What the company stops doing, with the freed capacity quantified. The half of strategy most decks omit.
90-day roadmap
Named owners, dependencies, capacity honesty and explicit kill criteria per initiative.
Board-ready narrative
The argument, answer first, in the form your board reads rather than the form consultants write.
The shape of the engagement
The 4D Method →Diagnose
Data pull, financial driver tree, customer and competitive scan, leadership interviews. Output: the constraint, evidenced.
Decide
Options generated and stress-tested against expected value and competitive response. Output: a shortlist with the case for each.
Design
Decision workshop, one-page strategy, kill list, 90-day roadmap with owners.
Drive
Operating cadence installed, KPI set agreed, board narrative built and rehearsed.
Fixed fee, agreed before work starts. Scope boundaries, assumptions, change control, IP ownership and the AI-use clause are written into every SOW. The fee is quoted after the complimentary audit, because the audit is what establishes which of these problems you actually have.
When this works, and when it does not
This engagement fits when
- A specific decision is pending and the answer changes next quarter
- There is enough data to be honest with, even if it is messy
- The leadership team can be assembled for one working session
- You are prepared to stop doing something
Look elsewhere if
- You want validation for a decision already made
- The real problem is a people problem the strategy cannot fix
- Nobody has the authority to commit to a choice
- You need a deck for a board meeting next week
The right-hand column is not modesty. A poorly matched engagement costs you a fee and costs this practice the only asset it has, which is a record of work that landed.
Growth & Corporate Strategy
How long does a growth strategy engagement take?
Two to four weeks for the sprint format. The compression comes from AI absorbing the analyst-grade production — financial models, market scans, document synthesis — not from cutting the diagnostic. A traditional firm spends much of a twelve-week engagement on work that no longer takes twelve weeks.
What if the diagnostic says the strategy is fine?
Then you have paid a modest fee to rule out the most expensive possible mistake, and the engagement redirects to whatever the actual constraint turns out to be. That happens often enough to be worth saying: the presenting problem and the binding constraint are frequently different things.
Do you help execute, or just recommend?
Both are available. The sprint ends at a 90-day roadmap with owners. The Growth Partner retainer carries into execution — weekly cadence, decision support, and the pressure that makes a roadmap survive its first month.
Related
Thirty minutes on your version of this problem.
A working session, not a sales call. If the honest answer is that you do not need an advisor, that is what you will hear.