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Practice 05Management Advisory
Senior counsel for the decisions a leadership team cannot delegate and would rather not take alone.
Some engagements are not projects.
A chief executive weighing a restructure. A board that suspects its governance is theatre. A chairman who needs an honest read on whether the executive team is the right one.
These are not scoped deliverables. They are judgement calls where the value is a trusted, independent voice in the room and a written view that does not flatter anybody.
We take a small number of these engagements, led personally by a senior partner. They are the closest thing we have to a retained relationship, and they are the reason most of our work is repeat.
Five services.
- Board and governance advisory
- Board effectiveness, committee structure, delegation of authority, and whether the governance in place is actually governing.
- Organisational review
- An independent read on structure, capability and performance, written for a decision rather than for a file.
- Executive team assessment
- An honest view of whether the leadership team can carry the strategy, and what would have to change if not.
- Mandate and remit clarification
- For entities whose mandate has drifted, overlapped with another body, or outgrown its founding legislation.
- Advisor to the chief executive
- A standing relationship with one senior partner, available for the conversations that do not fit a workstream.
Who tells you the thing nobody else will?
Start with the Diagnostic.
Ninety minutes with a senior partner on the problem itself, and a three-page written brief within five working days. Never sold, never invoiced, yours to keep.
