A second opinion for critical decisions

Before a critical decision is made, SP independently reviews its logic, assumptions, economics, risks, alternatives and consequences.

• A major investment, M&A, buying or selling a business.
• Significant CAPEX, financing or bringing in an investor.
• Entering a new market, a partnership, a new strategy or a change in business model.

• Has the question been framed correctly?
• Which assumptions underpin the decision?
• Which risks may have been underestimated?
• Which alternatives have not been considered?
• How realistic are the economics?
• What consequences may follow the decision?
• What should the team know before making the final choice?

1. 01

   Framing the question

   The decision ahead and what requires independent review.

2. 02

   Reviewing the materials

   The underlying data and assumptions.

3. 03

   Independent analysis

   Logic, economics and consequences.

4. 04

   Testing risks and alternatives

   Blind spots and other possible scenarios.

5. 05

   The SP conclusion

   An independent position and arguments for and against.

6. 06

   Discussion with the client

   What to consider before making the final choice.

• An independent opinion
• Identified risks and blind spots
• Alternative scenarios
• Clear arguments for and against
• A position for the final decision

An independent review calls for careful handling of the task, materials and the interests of those involved. Information-handling arrangements are discussed before materials are shared.