Deep analysis is often a winding road
After two decades of strategic consulting, I’ve learned that the engagements producing breakthrough insights share one common element: a senior executive who stays actively involved throughout the process.
When you designate someone at the director or C-suite level to meet with me weekly for an hour, something powerful happens. We can test ideas in real-time, adjust course when market conditions shift, or initial analysis reviews reveals missing context or new approaches. This ensures that the analysis addresses what actually keeps you up at night rather than what textbooks say should matter.
I’ve seen too many brilliant analyses gather dust because they solved yesterday’s problems or missed crucial nuances that only emerged through ongoing dialogue. Your executive sponsor becomes the definitive voice when different stakeholders pull in different directions—and trust me, they always do.
This person also carries the institutional memory forward after I’m gone, which dramatically improves implementation success. The executives who commit this time up front invariably tell me later that the weekly sessions were where the real breakthroughs happened. It’s not about status updates—it’s about collaborative thinking that produces insights neither of us would reach alone.
