What I don’t know, I can’t consider
One pattern I’ve observed repeatedly: the most frustrated clients are those where great analysis dies in implementation because nobody mapped who actually makes decisions around here.
I’m not talking about org charts—I mean understanding who really holds veto power, who controls budgets, who influences outcomes behind the scenes, and who can kill good ideas through passive resistance. When we map this upfront, along with clear escalation paths for uncomfortable findings, everything moves faster and smoother.
I’ve watched analytically perfect recommendations stall for months because someone with hidden veto power never bought in, or because difficult truths couldn’t surface through the normal channels. Taking time early to understand your real decision-making patterns—formal and informal—prevents these expensive delays.
It also helps me tailor communication style and sequencing to match how your organization actually processes strategic information.
The clients who invest in this clarity upfront consistently report faster implementation and fewer surprises. It’s not about organizational therapy; it’s about creating conditions where good analysis can actually influence decisions.
