Comparing options
Assess the conditions, costs and constraints of different approaches before making a change.
Data and decisions
Business
consulting.
Consulting for a specific management decision: understand costs, compare alternatives or organise a process. Gather inputs, examine assumptions and show how changing conditions affect the calculation.
Discuss a business questionA defined task / support for change
DataOptionsDecision
Your situation
A clear task.
A starting point.
Find the situation closest to yours. Use it to start a conversation about the support you need.
Understanding performance
Turn existing figures into a clearer view of costs, cash flows or a particular business area.
Changing a process
Define the steps, participants and information handovers within the company.
Scope of work
What the
work covers.
These are the possible areas of work. Your proposal specifies the relevant tasks, outputs and responsibilities.
Defining the decision
Establish the question, comparison criteria and boundaries of the analysis.
Collecting and checking data
Identify sources, cost structures or process information. Highlight gaps and inconsistencies.
Analysing costs and measures
Organise agreed data and explain the components of the result being examined.
Scenario calculations
Compare options under stated conditions, making assumptions and sensitivity to inputs explicit.
Describing working processes
Examine steps, roles and information flows, then propose a working process for the agreed task.
Planning next actions
Document findings, priorities and next steps. Implementation support is agreed separately.
The output
What you
receive.
Agree the format and scope before work begins, so you know what you will receive and how it can be used.
Discuss the output I needAn analytical memo, calculation model or process description.
Alternatives compared against agreed criteria.
Assumptions and inputs to which the result is most sensitive.
Practical actions and questions to resolve before implementation.
An illustrative task
Sales are increasing, but upcoming payments are short of cash
The owner needs to see when the shortage arises and which actions could address it.
The work
Arrange expected receipts and payments by date, build a payment calendar and compare delayed-receipt or changed-term scenarios.
What the company receives
Shortage dates and amounts, assumptions and options for management’s decision. The analysis does not guarantee future receipts.
The working process
From a conversation
to practical steps.
Define the decision
Discuss the question, options and what would make the output useful.
Build a working model
Examine information, perform calculations or describe the process within the agreed scope.
Discuss the findings
Compare options and identify actions, responsible contacts and outstanding questions.
For the first conversation
Tell us about
- The decision and alternatives under consideration
- Available income, cost, receipt and payment information
- Constraints: resources, commitments and dependencies
- Who will use the analysis and implement the selected actions
Before we begin
Other questions
to consider.
Can this be a small one-off task?
Yes. Start with the decision and define the analysis needed to support it.
What if information is scattered?
Discuss the sources and identify a workable data set. Gaps and limitations are stated in the output.
Can we receive a calculation table?
Choose the format around the task: a table, memo, scenario comparison or process map.
Can support continue after recommendations?
Further work can be discussed separately, defining participants, scope and coordination.
Read before we begin
Understand the task.
Start with a conversation
What matters
to your business?
Tell us about your task. We can discuss the support you need and where to begin.
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