Establish the facts
Review strategy, operations, capabilities, technology, risk, economics and the market. Facts, assumptions and constraints are separated before any recommendation is made.
Approach
A method grounded in facts and trade-offs.
We begin by defining the problem, its constraints and its owners. We then support the decisions and their implementation without separating strategy from commercial and operational reality.
Process
Five steps, adapted to the situation.
Set the target
Choose the intended model, priorities and trade-offs. Offer, architecture, organisation, governance and resources are handled as one business decision.
Test delivery capability
Compare what will be promised and sold with what can actually be secured, operated and supported. Dependencies, accountability, evidence and service levels are made explicit.
Organise implementation
Define owners, dependencies, milestones, decision thresholds and indicators. The pace follows the context; it is not forced into a standard timetable.
Transfer control
Document decisions, hand over tools and establish management reviews. Internal teams retain a method, clear responsibilities and deliverables they can evolve.
Engagement models
From focused advisory to programme leadership.
Executive advisory
Strategic decisions, roadmaps and governance.
Transformation programme
Cross-functional leadership from assessment to deployment.
Operational support
Assignment leadership, go-to-market, partnerships or international development.
Equity commitment
Selective minority participation on IOTA’s own account.
Working principles
Documented decisions, explicit accountability.
Facts and assumptions kept separate
The limits of the analysis and information still to be confirmed remain visible.
Decision-makers and owners identified
Every decision, dependency, escalation and expected result has a named owner.
Deliverables designed to outlast the assignment
Tools, reference material and routines remain inside the business and can evolve.