Situation review
What happened, what has changed, relevant responsibilities and information gaps. A clear sequence brings the available accounts together and identifies where they agree or need clarification.
QUICK-START PROJECTS
In-Market Problem Diagnostic
Establish what is holding progress back and the practical options for moving forward.
Understand the cause before committing to the response
Progress can stall for several reasons, and different people may see different parts of the situation. This project brings the sequence of events, information and operating context together so management can assess the likely causes and choose a practical response.
A stalled project, partner difficulty, fragmented responsibility or conflicting accounts can each benefit from a clearer shared picture. We examine the information from the relevant perspectives before drawing conclusions.
What is causing the difficulty, and what should management do next?
A diagnostic you can act on
An independent situation review, likely causes, practical response options and a recommended action plan.
Constraint analysis
Likely contributing factors and connections between commercial, relationship and process issues. The analysis distinguishes what the information supports from explanations that need further evidence.
Response and action plan
Practical options, trade-offs, priority actions and decisions for management. The recommendation explains why a response merits consideration and what needs to be resolved before taking it forward.
OBSERVED SITUATION
Sequence of events
- What happened
- What changed
- Responsibilities
EVIDENCE
Records
Relevant accounts
Open questions
CONTRIBUTING FACTORS
CommercialRelationshipProcessResponsibility
RESPONSE OPTIONS
Management choice
- Clarify
- Repair
- Adjust
Review first. Agree any external approach.
We establish the issue and the decision ahead, review the information provided and examine the relevant operating context. This helps separate the visible difficulty from the factors that may be contributing to it.
The review develops response options and recommended next actions, keeping material uncertainties visible. Management can weigh the consequences and decide which direction to take, using the diagnostic as a basis for its next discussion or commitment.
We agree any external contact before approaching people or organisations involved.
Shape the diagnostic around the issue
Begin with a short account of what happened, who has relevant responsibilities, what has already been tried, the material available and the decision or timing pressures. An initial outline is enough to discuss a useful scope.
We tailor the issue to examine, records to review, people to consult with approval and depth of review. Where the questions call for specialist input, we agree the involvement of the relevant qualified advisers.
We agree the focus, output, timing and fee before work begins. The diagnostic stands on its own. Any subsequent intervention or implementation is agreed separately.
What needs to become clearer before you act?
Give us a general outline of the issue and what you have already tried. We will discuss a focused diagnostic and agree how to handle the information involved.
Tell us the management decision and what information is already available. We will clarify the review approach, outputs, timing and fee before work begins.
For continuing intervention and coordination, see Solve an In-Market Problem.
View all Quick-Start Projects