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Consulting core

Strategy that actually ships.

Most transformations fail not on the strategy but on the organisation and the leadership underneath it. We work all three at once - and stay until the operating cadence is self-sustaining.

Strategy and transformation

Our point of view

Six things we believe about transformation

  1. Strategy is the easy 20%. The hard 80% is the operating model, the management cadence and the people. We start where the failure usually happens.
  2. Cost is a performance lever, not a one-off cut. We rebuild the cost base structurally - procurement, footprint, processes and spans of control - so the savings fund growth and hold, instead of snapping back the next year.
  3. Diagnose in four weeks, not six months. We commit to a point of view fast.
  4. Update the org and the team together. Reshuffling boxes without the right leaders in them is theatre. Replacing people without a new model is churn.
  5. Run on a 90-day cadence. Transformation sticks when the management committee ships on a rhythm it can sustain after we leave.
  6. Partner-delivered, end to end. The partners who sell the work do the work. No analyst factory.

The CRAFT method

C

Chart

Map the terrain and frame the real problem.
R

Review

Score and diagnose what's actually driving performance.
A

Architect

Design the new operating model and the organisation to run it.
F

Field

Install it hands-on, alongside the team. This is where the change actually happens.
T

Transfer

Hand over and embed, so the new cadence sustains after we leave.

Related insights

All insights →
Report · Cross-sector read

The Execution Gap

Six patterns that separate the leadership teams that deliver from those that stall.
Article · POV

Why transformations stall in month four - and what makes them stick

A pattern across regional industrials: strategy without an operating cadence.
Case · Energy

A field operations & maintenance transformation at a CEE oil & gas company

A redesigned maintenance-planning process, proven on one oilfield then rolled out - a 40% cut in maintenance cost while reducing the backlog and improving production.

Cases in this capability

All cases →
−40%
A 40% decrease in maintenance effort, with production growth, at a CEE oil & gas company.
Oil & Gas
$150M
$150M/year in functional-cost savings secured across 7 streams in a 90+ country organisation.
Professional services
€2.4M
Organisation redesign, procurement renegotiation and site synergies at an edible-oils producer.
Edible oils
15%
Core operating processes standardised across key countries - 15% FTE gains identified for rollout.
Employee benefits
↑
From siloed profit centres to one integrated operating model - and a significant profitability increase.
Energy
↑
A high-ROI initiative portfolio and lender story that secured additional funding for a distressed company.
Food industry

Selected cases include partner track record within previous firms.

Partners for this practice

How an engagement runs

A typical transformation starts with a four-week diagnosis, moves into an operating-model redesign, and runs on a 90-day cadence from there. Cost and performance are worked together - we take cost out structurally while rebuilding the capability to grow - and search and leadership work happen in parallel, not in sequence, so the new model and the people who run it land together.