Growth or portfolio decisions
Which markets, segments or products to prioritize (and which to exit) when AI is changing cost structures and customer expectations in your sector.
05Strategy & Transformation
Business strategy for the AI era: decided at board level, built to be executed
Most strategies describe a destination and stop there. Ours end in decisions taken, priorities ranked, owners named and a plan the organization can carry, including the people and platforms it will need. Focused sprints led by a partner, instead of large teams and long decks.
Services · Business Strategy
Typical questions
Operating model for an intelligent enterprise
Where decisions sit, how data and AI capabilities are organised, what is built versus bought, and how the talent model must change.
From pilots to P&L
A plain review of transformation and AI initiatives: what is creating value, what is theatre, and how to redirect budget and people.
Board-level strategy refresh
A concise, well-argued strategy the board can debate and own, with the implications for capital, organization and leadership spelled out.
How we work
Our view: strategies fail in the fourth month, when the offsite energy is gone and the first trade-off arrives. So we design for the fourth month from day one: fewer priorities than the leadership team would like, a named owner for each, and a talent plan that checks whether the market can supply what the strategy assumes.
Diagnostic
Facts before opinions: market, economics, capabilities, technology estate and talent. Short interviews with the people who know.
Options and decisions
A small number of clearly distinct strategic options, evaluated on value, risk and feasibility, and a decision forum with the authority to decide.
Executable plan
Priorities, sequencing, owners, KPIs and the operating-model changes required, including hiring and interim needs.
Execution support
Where useful, we stay: interim leadership, contractors or recruitment through our other disciplines, so the plan does not stall for lack of people.
What you receive
Decisions, not decks. Every sprint ends with documents that can be acted upon the following Monday.
Decision memorandum
The strategic question, the options considered, the evidence and the recommendation, in a form the board can debate and adopt.
Option evaluation
A small number of clearly distinct options assessed on value, risk, feasibility and capability requirements.
Executable roadmap
Priorities, sequencing, named owners, KPIs and decision points for the next 12–18 months, with a detailed 90-day plan.
Talent & technology plan
The hires, interim leaders, contractors and platform decisions the strategy depends on: grounded in what the market can deliver.
Practice areas
Focused where technology changes the economics of the business.
Growth & portfolio strategy
Markets, segments and products to prioritize or exit as AI shifts cost structures and customer expectations.
Operating-model design
Where decisions sit, how data and AI capabilities are organized, what is built versus bought, and how the talent model changes.
AI-enabled transformation
From scattered pilots to a funded, sequenced program with owners, and a clear view of what to stop.
Technology & data strategy
Platform choices, data foundations and vendor strategy framed in business terms the board can approve.
M&A: technology & talent
Pre-deal assessment of technology estate and key people; post-merger integration of platforms, teams and leadership.
Board & leadership offsites
Facilitated strategy sessions with pre-read, structured options and a decision protocol, designed to end in commitments.
Where we focus
In scope
- Corporate and growth strategy
- Operating-model and organization design
- AI-enabled transformation roadmaps
- Technology and data strategy at business level
- Post-merger integration of technology and talent
Not our focus
- Large-scale implementation programs staffed by junior consultants
- Pure IT architecture engagements without business scope
- Financial due diligence (we support the technology and talent view)
Regions
Mid-sized and large organizations in Switzerland, Germany and Austria, and international groups steering European operations. English and German.
Frequently asked questions
How is a boutique strategy firm different from a large consultancy?
Partners do the work. Sprints are short and focused, teams are small, and the output is a decision and an executable plan rather than a long report. Because we also work on recruitment and interim leadership, the plan considers whether the talent market can supply what it assumes.
How long does a strategy sprint take?
Focused sprints typically run around six weeks from diagnostic to decision, depending on scope and data availability. Longer transformation mandates are structured in phases with clear decision points.
Do you help with execution?
Yes: through interim executives, senior contractors and permanent recruitment from our other disciplines, or by staying close to the leadership team during roll-out.
Do you have a sector focus?
Our initial focus is Switzerland and the DACH region rather than a single sector. We discuss in the first conversation whether our partners’ experience is relevant to your sector, and say so plainly if it is not.
How are strategy mandates priced?
Individually, after a scoping conversation, based on scope, duration and partner involvement. We do not publish standard fees.
Open a strategy mandate.
Describe the decision your leadership team is facing. We will respond with a proposed approach.
The short route: describe your need in a few sentences via the contact form. The detailed form is optional and can be added later.