Business Review Workshop
One day with your leadership team to find the limiting factors between your business and its potential, and agree the three that matter most.
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The numbers are short, and the cause has no owner.
Every function reports on its own number, so the shortfall between them has no owner.
The ones that matter most rarely make it to the top of anyone’s list.
Market conditions, suppliers, timing. Rarely as decisions someone made.
And nobody puts the two lists side by side.
One day, your whole leadership team, one map of the business.
We read your P&L back with the people who run each function. Every line shows where reality missed the plan, and every shortfall opens the decisions behind it, across sales, product, R&D, logistics and production.
The room scores what it finds, agrees the top three limiting factors, and works each one down to its root cause. You leave with a preliminary recommendation for each: what to change, with a first indication of how.
The workshop looks at every function, because limiting factors don't respect the org chart. Where a root cause sits in an area we don't consult on, such as operations or R&D, we tell you plainly, and you decide who takes it forward.
- Format
- One day, on site
- Participants
- Up to eight people from your leadership team, at least one from each function
- Our side
- Two senior consultants
- Before the day
- A preparation conversation with the CEO, and each executive's view of the biggest problems, kept sealed
The agenda
A preparation conversation with the CEO on the business and the goal of the day. Each executive sends their view of the biggest problems, which stays sealed until the afternoon.
The goal of the day, the rules of engagement, and the P&L map: the blocks every P&L is built from, and how they add up.
Each function puts its limiting factors on the map and explains what they cost. We add the ones we've seen cause the same symptoms elsewhere.
Every item scored on its impact and on how fixable it is. The room agrees the top three.
The top three, worked one at a time, down to the decisions that produced them.
The sealed executive list is opened and set against the room's top three. Where the two differ, that difference is the finding.
A preliminary recommendation for each priority: what to change, with a first indication of how. Then you decide whether to continue.
A typical day. The timing adapts to your organization.
What you walk away with.
A shared view, across the leadership team, of what the business could achieve and what is stopping it.
The people who run the functions agree on what matters most, instead of defending their own number.
What the floor sees that never reaches the top, and what the executives read that the floor can’t see.
Built by people who have done the job.
100+ years of combined experience building high-performing organizations.
