The advisory layer
Every serious engagement here starts with advisory, and it connects directly to the people who will carry out the plan.
The problems we solve
Where this usually starts
- You know the business could run better, but not which five things to fix or in what order
- Three people have three theories about where the margin is going, and all of them are partly right
- A decision keeps being deferred because nobody has a defensible view of the alternatives
- Technology has been proposed, and nobody can say what it does to the P&L
- The business depends heavily on one or two people, and everyone knows it
- Growth has made the operation harder to run rather than easier
What we do
Capability in detail
What we do
- Business strategy and strategic planning
- Problem diagnosis - finding the actual problem, which is often not the one first described
- Operating model design
- Business modernisation
- Technology and product strategy
- AI strategy - where it creates real value and where it does not
- Decision support
- Execution planning
How we work on this
The sequence is the same every time. It carries no brand name and nothing about it is proprietary. The value is in the judgment applied at each step.
- 01Current state - what actually exists, from evidence rather than the org chart
- 02Desired state - what should exist, concretely enough to be testable
- 03Gap - what is genuinely preventing the transition
- 04Root causes - why the problem exists at all
- 05Constraints - what cannot or should not change, such as cash, people, contracts, regulation and appetite
- 06Options - what could be done, including the cheap and unglamorous ones
- 07Recommendation - what should be done, and why that over the alternatives
- 08Execution plan - what has to happen to make the recommendation real
Steps one to seven are what most firms sell. Step eight is where we are different: the plan is written to be executed by the same specialists who helped write it, so it is built around what can genuinely be delivered rather than what reads well in a document.
Collective capability
This rarely finishes on its own
Advisory rarely finishes on its own. A modernisation recommendation usually needs technology. An operating-model change usually needs finance and process. Those people are already here, and they were part of the diagnosis rather than being handed a document afterwards.
What changes
Outcomes
- A written view of the current state, evidenced rather than asserted
- A quantified gap, in the terms your business already uses
- Options with honest trade-offs, including the option of doing nothing
- A recommendation with reasoning you can challenge
- An execution plan with owners, sequence, and cost
Frequently asked
Can we buy the advisory and execute it ourselves?
Yes, and some clients should. The plan is written to be executable by your own team. We would rather you succeed without us than buy delivery you do not need.
What if the recommendation is to do very little?
Then that is the recommendation. It has happened and it will happen again. It is usually cheaper for you than the alternative, and better for us than a bad engagement.
Is the output a large consulting document?
No. Our reports and proposals are deliberately short. Clarity is the deliverable, not page count.
How long does it take?
It depends on scope, and you get a timeline before you commit to anything. We keep the work as short as the problem allows. A study that takes half a year has usually stopped being useful before it is finished.
Tell us what you are trying to achieve. We will work out whether GrowBizx is the right team to help. If we are not, we will usually know who is.
Got it.
We will come back to you within one business day.
If you would rather not wait, email us at team@growbizx.com.