Situations
- Turnaround. Performance has broken down and the runway is measured in quarters rather than years.
- Post-acquisition integration. Two organizations with incompatible operating assumptions, and a value case that depends on resolving them quickly.
- Digital and operating-model transformation. Technology investment that has not translated into changed behaviour, margin, or customer experience.
- Portfolio and cost restructuring. Deciding what the organization will stop doing, and sequencing it so the core does not destabilize.
How we work in these situations
Early weeks are spent establishing a shared factual base: cash, commitments, contracts, capability, and the handful of value drivers that will actually determine the outcome. Most transformation portfolios we encounter can be reduced substantially without loss, and the reduction itself is often the intervention that restores momentum.
From there the work is sequencing and governance: what moves first, what is deliberately deferred, who has authority to decide without escalation, and what weekly evidence tells leadership whether the plan is holding. We remain engaged through the difficult middle of the programme rather than exiting at design.
Transformation is mostly subtraction. The design work is easy; deciding what stops is the hard part, and it is the part that requires outside conviction.
