Advisory
Strategic Decision Review
When a consequential decision is approaching, an independent assessment can help clarify what is known, what remains uncertain and which considerations deserve greater attention.
The purpose is not to replace the judgement of the chair, executive or board. It is to strengthen the reasoning behind the decision.
The engagement
One defined decision
A Strategic Decision Review is for a chair, board member, foundation executive or other person carrying institutional responsibility who faces a consequential decision and would benefit from an independent view before it is made.
It stays with one defined question. We look at the question itself and its context, the competing considerations, governance and responsibility where relevant, the assumptions and tensions beneath it, the options available and their implications.
I then form my own judgement and, where appropriate, give a recommendation with my reasoning. It is not a governance audit, an organisational review or an implementation programme.
Step 1: Clarify
Define the actual decision, its context and why it matters.
Step 2: Examine
Review the agreed information and distinguish what is known, assumed or uncertain.
Step 3: Evaluate
Consider credible alternatives, risks, consequences and trade-offs.
Step 4: Challenge
Discuss the decision together and test the reasoning.
Step 5: Recommend
Provide an independent assessment and, where appropriate, a recommendation.
Scope
What it may include
- an initial strategic conversation
- a focused review of agreed documentation
- an independent assessment
- a conversation to test the reasoning together
- a concise written decision brief
- an agreed follow-up
A concise written assessment may be provided where useful. The emphasis is on the quality of the analysis and strategic conversation, not the length of the report.
Not automatically included
- an extensive legal opinion
- audit
- financial due diligence
- specialist technical assessment
- implementation responsibility
Where specialist expertise is required, this is identified separately.
For a clearly defined question, the engagement may often be completed within approximately ten working days, depending on scope and the availability of information.
Engagements are scoped according to the decision, documentation and level of involvement required. Scope and fee are agreed after the first conversation, before the engagement begins.
Over time
Ongoing Strategic Advisory
Some questions do not arrive one at a time. During periods of strategic or institutional change, independent judgement can be more useful as a continuing relationship than around a single decision.
For a small number of chairs, executives and others carrying institutional responsibility, I remain available as an external counterpart: in recurring conversations, as strategic questions arise and, where appropriate, in reviewing relevant materials.
It does not make me part of management and is not operational support. The form and fee of each relationship are agreed individually.
Responsibility
The decision remains yours.
My contribution is independent judgement. Responsibility for the final decision remains with the chair, executive or board.