“Our marketing campaign isn’t working.”
One or two campaigns, one message. New trends wait.
Found: Every new trend brought a change of direction. Channels and messages contradicted each other.
Fewer campaigns, more revenue.
Format
Consultation.
A decision is stuck. And more and more depends on it.
I work it through with you until it stands. In writing, in the Decision Letter.
Your questionReviewDecision
Book a fit callTwenty minutes, free of charge.
Situation
Sound familiar?
For weeks“We’ve been talking about it for weeks.”
Then the problem lies in everything that now depends on it.
Two routes“There are good arguments for both routes.”
Then the criterion that weighs more decides.
The answer is there“Really, we know what we ought to do.”
Then the answer is there. What remains open is who says it out loud.
Some questions get bigger with every round.
It happens to good businesses. Usually when they have grown faster than their decisions.
A fit ifThe question is concrete enough that something can be decided at the end: an offer, a price, a partnership, a service provider, a role, an investment, a relaunch, the next growth step.
OtherwiseIf the cause is unclear, if several areas are affected at once, or if nobody knows where the problem sits, Findings come first. That is what the Forensic is for.
What becomes possible
- The decision stands, with its reasoning and the criteria that hold it up.
- What no longer needs discussing from now on is named. The rounds of talks end.
- What depended on the decision can move again. The time that went into the rounds belongs to the business again.
Who takes on what
I
- ask, separate and check until the actual decision is on the table
- then work it through along the four checks
- write the Decision Letter
You
- send me the question beforehand in a few sentences
- show me in the session what it takes
- make the decision
How I go about it
Four checks.
- The decisionWhat is really up for choice, for whom, by when?
- The criteriaWhat is it measured by: money, time, risk, dependency? And which criterion weighs more?
- The consequencesWhat gets easier, what gets harder, what is ruled out afterwards?
- The sequenceDoes this decision have to be made now, or is there another one in front of it?
I start with the decision, before the options. As on a building site: first it is settled what gets built, then the materials are compared. Often there is another decision in front of it. That one is made first.
What you plan for
- one session with you
- the question, in a few sentences beforehand
- figures, documents or access to an account, if the question depends on them
- no presentation, no lengthy stocktake
Document
The Decision Letter.
An opinion is not yet a decision. A decision changes what gets done afterwards. The letter sets out:
The decision.
The reasoning.
The criteria that hold it up.
The risks that remain.
What no longer needs discussing from now on.
What happens next.
How you know it is done
- The Decision Letter is in your hands, with all six points.
With the letter, the Consultation is complete.
What follows
Often the decision is enough. Then it ends here.
If what was decided has to be built, a Rebuild follows. If the direction is to hold over months, the Direction Mandate. Each of these is a decision of its own.
Decided
Conversation
Let’s get the decision finished.
Twenty minutes, free of charge, nothing to prepare. You describe your question, I tell you whether it is concrete enough for a Consultation. The Consultation has a fixed price that you know before we start. If another format fits better, I will tell you.