Speaking about decisions to those who make them.
Keynotes, masterclasses, seminars and media contributions on a single subject: how to decide with method when information is missing, time is short and the decision commits. Every session is prepared on the audience's real situation; none is given twice in the same form.
Four formats, one programme.
From the shortest to the most demanding. Durations are indicative; the content is settled with you during the framing call.
- Keynote
Decision is a craft
A substantive keynote for a leadership assembly, a company convention or an institutional series. In three parts it establishes why most bad decisions are good answers to badly framed questions, how to separate what is known from what is assumed, and what distinguishes an option from a wish.
The audience leaves with a four-step grid it can apply the next day, and three anonymised cases that put it to the test.
- Masterclass
Deciding under uncertainty
A working day with an executive committee, on its own live decisions. The morning is devoted to framing and establishing the facts: each participant brings a real decision, states it in one sentence, then separates what is known, what is assumed and what is asserted out of interest. The afternoon builds the options, sets their breaking points and prepares the explanation each decision will have to withstand.
The day ends with a written debrief for the executive: the decisions worked on, the state of each, and what remains to be established.
- Seminar
Reading the figures as an executive
A half-day for an executive team or a board, on the company's real accounts. The group learns to ask the figures the executive's questions, not the controller's: where the margin is made, who weighs too much, what is structural, where the breaking point lies. The second part turns this reading into three decisions to instruct.
The seminar produces a short list of open questions, each with the indicator to track and the person responsible for the answer.
- Media
An argued point of view
Interviews, panels and written contributions on decision-making in business: governance, succession, leading change, contested information. The firm answers newsrooms looking for analysis, not running commentary.
Requests receive a direct reply; deadlines are agreed with the newsroom.
Topics.
Four themes drawn from practice. Each exists as a keynote and as a workshop, and adapts to a sector.
Deciding under uncertainty
Why waiting for complete information is often the worst option, how to set the moment to decide, and how to build a choice that remains correctable.
What the accounts say before the controller does
Reading a balance sheet and an income statement as an executive: the five questions to ask, the three figures that lie most often, and what they foreshadow.
Leading change without losing middle management
Why reorganisations fail midstream, how to sequence a transformation, and how to keep middle managers inside the decision.
Delegated authority
How far to delegate a decision, to whom, and how to keep control without taking the work back.
How a session is prepared.
Five steps, always the same. Preparation takes at least as long as the session itself.
- Step 1
Request
You describe the occasion: date, audience, desired length, what you expect from the session. The contact form is enough.
- Step 2
Framing call
A forty-five-minute call with the organiser or the executive to understand the audience's situation, its live decisions and what must not be said.
- Step 3
Written proposal
A one-page programme: objectives, timed outline, selected cases, deliverables, conditions and fees. Nothing is committed before your agreement on this document.
- Step 4
Session
On site or remote. The material is handed to participants; no recording is made without prior written agreement of both parties.
- Step 5
Debrief
A written note to the executive after the session: what was worked on, the questions left open, and, where the situation warrants it, what the firm proposes next.
Conditions.
What applies to every session.
Fees
On quotation, according to the format and the preparation required. The quotation is part of the written proposal; there is no public rate.
Confidentiality
Cases are anonymised. What is heard during preparation and delivery stays in the room.
Independence
The firm promotes no product and no third party during its sessions, and does not speak for organisations whose direct competitor it advises.
Describe the occasion.
Date, audience, desired length and what you expect from the session. You receive a programme proposal.