Advice that stops at a report
The gap between a recommendation and a result is where most engagements end. Our writing on this subject is about closing it: scope defined against an outcome, and one person accountable for reaching it.
The gap between a recommendation and a result is where most advisory engagements quietly end. A report gets delivered, a deck gets presented, and the work of actually changing what happens inside the business is left for someone else to pick up — usually nobody does.
This subject is about closing that gap: scope defined against an outcome rather than a deliverable, one person accountable for reaching it rather than several advisors sharing a mandate loosely, and a handover clean enough that the result survives the team that produced it.
In progress
What this topic covers
- Mandates
- Accountability
- Programme Management
- Handover
How we write about it
The angles this subject is covered from, and what each one is for.
Who owns the outcome
Programmes with several advisors and no single owner drift by default. This coverage looks at how accountability is assigned in practice and what it costs when it is not.
Finishing properly
A clean handover is part of the work, not an afterthought to it. We write about what should exist at the end of an engagement so the result survives the team that produced it.
Turn insight into action.
Reading about a subject is the first step. LGS can take it from understanding the opportunity to structuring and executing the next move.