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Copmany’s solution portfolio addresses the full spectrum of business problems — from problems that have already happened, to problems which will happen, to problems which one of the executives in the room has begun, just now, to invent.
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Each solution below is described in three parts: what it is, what it is not, and what it might one day become. Items marked with an asterisk are subject to availability, jurisdiction, and the partner currently leading the practice.
What it is: A document. Sometimes two documents. Always at least one workshop in which the documents are reviewed.
What it is not: An execution plan. Execution is downstream of strategy and managed by a separate practice (see Operations).
Engagement length: 6–14 weeks, plus the time it takes to get on calendars.
Discuss this solution →What it is: The strategy behind the strategy. Used in cases where the original strategy was found to be insufficiently strategic.
What it is not: A redo. We do not redo. We re-frame.
Engagement length: Twice as long as Strategy, but with sharper bullet points.
Discuss this solution →What it is: Operational improvements achieved through operational excellence in operational contexts.
What it is not: Strategy. We separate the two for billing reasons.
Engagement length: 6 weeks to 6 quarters, depending on which slide we are on.
Discuss this solution →What it is: Strategy, but with operational verbs. Verbs include: optimise, streamline, rationalise, harmonise, and synergise.
What it is not: Strategic Operations (see below). Do not confuse the two. We will know.
Engagement length: Three slides per week, scheduled.
Discuss this solution →What it is: Operations, but with strategic adjectives. Adjectives include: bold, decisive, transformative, and forward-leaning.
What it is not: Operational Strategy (see above). The distinction is meaningful and is preserved through Chinese walls between the two practice leads.
Engagement length: Three adjectives per slide, scheduled.
Discuss this solution →What it is: Transformation that begins at one end of your business and concludes at the other end of your business.
What it is not: Mid-to-Mid Transformation, which we no longer offer following an internal review.
Engagement length: Multi-year. We do not promise a finish line, but we promise milestones.
Discuss this solution →What it is: Transformation that proceeds laterally. Used when end-to-end is politically infeasible. Often selected after a leadership change.
What it is not: A reorganisation. (It will, however, become one.)
Engagement length: Until the next leadership change.
Discuss this solution →What it is: The transformation following a transformation that did not, on review, transform.
What it is not: An admission of any kind.
Engagement length: Inversely proportional to the success of the previous engagement.
Discuss this solution →What it is: A workstream dedicated to identifying, surfacing, and capturing synergies. Includes a synergy register, a synergy committee, and a synergy weekly.
What it is not: Cost-cutting. Cost-cutting is a separate practice (see Cost Excellence Excellence).
Engagement length: 18 months minimum, post-deal-close.
Discuss this solution →What it is: A second look at the synergies which, on the first look, were realised in name only.
What it is not: An audit. Audits are conducted by Audit. We do not conduct audits. We surround them.
Engagement length: Quietly extended, year over year.
Discuss this solution →What it is: The discipline of producing insights from data, ideally in colour. Outputs include dashboards, slides, and a cover memo.
What it is not: Statistics. Statistics is a different department.
Engagement length: Until the dashboards have been viewed.
Discuss this solution →What it is: Analytics, but with one more letter on the chart. Includes regressions, projections, and the dotted line.
What it is not: Reckless. Our advanced analytics are governed by a Chief Advanced Analytics Officer (vacant).
Engagement length: Two phases, with optional third phase.
Discuss this solution →What it is: A confident statement, made by a senior partner, that AI will transform your industry. Includes a workshop and a roadmap.
What it is not: A model. We do not provide models. We provide direction toward models.
Engagement length: Phase 1 (Awareness): 4 weeks. Phase 2 (Aspiration): TBD.
Discuss this solution →What it is: Phase 3 of the previous engagement. Now with a vendor.
What it is not: Implementation. Implementation is performed by the vendor. We supervise.
Engagement length: Co-terminous with the vendor’s contract.
Discuss this solution →What it is: The reorganisation of a business along vertical lines. Useful when the previous lines were horizontal and underperforming.
What it is not: Final. Verticalisation is reversed every 5–7 years (see Horizontalisation).
Engagement length: Approximately one CEO tenure.
Discuss this solution →What it is: The reorganisation of a business along horizontal lines. Recommended approximately one CEO after Verticalisation.
What it is not: A reversal. We do not reverse. We re-orient.
Engagement length: Approximately one further CEO tenure.
Discuss this solution →What it is: The reshaping of a workforce to align with strategy, structure, and the third thing.
What it is not: Layoffs. Layoffs occur, but they are not the solution. The solution is the framework around the layoffs.
Engagement length: Sensitive.
Discuss this solution →What it is: The thoughtful adjustment of an organisation’s culture, primarily through posters in the break room.
What it is not: Quick. Cultures are slow. Posters are quick. The combination yields measurable engagement-survey movement.
Engagement length: 12–36 months. Posters refreshed quarterly.
Discuss this solution →What it is: A practice dedicated to making organisations aware of the awareness they should have about risk. Delivered jointly with the Department of Pubilc Sector Engagement.
What it is not: Risk management. Management is downstream of awareness, and managed by a different vendor.
Engagement length: Continuous.
Discuss this solution →What it is: A solution that addresses environmental, social, and governance considerations, plus any new letters introduced by regulators.
What it is not: A commitment. Commitments are made by clients, not by us.
Engagement length: Reviewed quarterly against the prevailing letter set.
Discuss this solution →What it is: Cost excellence delivered through a centre of excellence dedicated to cost excellence.
What it is not: Inexpensive.
Engagement length: Self-funding, allegedly.
Discuss this solution →What it is: Solutions which do not fit cleanly into the categories above. Held in a general portfolio reviewed by the Office of Other.
What it is not: Bespoke. Bespoke is offered separately, at a premium.
Engagement length: Variable.
Discuss this solution →Capability Matrix
The matrix below has been simplified for clarity. The unsimplified version is available under NDA, where it occupies four boards in the partners’ wing.
| Capability | Maturity | Practice Lead | Synergy with Adjacent Capabilities | Avg. Engagement (wks) |
|---|---|---|---|---|
| Strategy | Established | S. Kaminsky-Ortiz | High (Operations, Transformation) | 10 |
| Strategic Strategy | Established | S. Kaminsky-Ortiz | High (Strategy) | 20 |
| Operations | Mature | M. Olusegun-Park | High (Synergy, Cost) | 14 |
| Operational Strategy | Mature | M. Olusegun-Park | Medium (Strategy) | 12 |
| Strategic Operations | Mature | S. Kaminsky-Ortiz | Medium (Operations) | 12 |
| End-to-End Transformation | Flagship | T. Greaves-Liu | Highest | 52+ |
| Re-Transformation | Discreet | T. Greaves-Liu | Variable | As needed |
| Synergy Realisation | Established | L. Bramwell-Khoury | High (M&A integration) | 78 |
| AI Enablement (Vague) | Emerging | T. Greaves-Liu | Strong narrative fit | 8 |
| AI Enablement (Less Vague) | Emerging | T. Greaves-Liu (advised) | Pending vendor | 26+ |
| Verticalisation | Cyclical | R. Hendricks-Whitford | Inversely with Horizontalisation | 36 |
| Horizontalisation | Cyclical | R. Hendricks-Whitford | Inversely with Verticalisation | 36 |
| ESG & Adjacent Letters | Reactive | P. Yamamoto-Bell | Reputational | Quarterly |
| Cost Excellence Excellence | Confidential | A. Reinholt-Faraday | All | As needed |
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