SP STRATEGY
Strategy matters when it becomes sound decisions and a working system
We help owners, investors and executives test strategic assumptions, choose a realistic scenario and connect the decision with capital, governance and execution.
At the intersection of SP Decisions and SP Institution: from a strategic choice to a manageable system of action.
01 / SP STRATEGY
When clients turn to us
- A new growth strategy or entry into a new market
- A changing business model or diversification
- A major investment programme
- Raising investment, M&A or a partnership
- Business transformation
- The company has outgrown its management model
02 / SP STRATEGY
What SP examines
- Is the strategic question framed correctly?
- What assumptions underpin the scenario?
- Is the economic model realistic, and what capital is required?
- Which risks and dependencies are underestimated?
- Which alternatives have not been considered?
- What management changes will be required?
- What must change in the business system after the decision?
03 / SP STRATEGY
How we work
The strategic question
We identify the choice that needs to be made.
Starting position
We analyse the current situation and constraints.
Scenarios and alternatives
We explore possible courses of action.
Independent challenge
We test key assumptions.
Economics and capital
We connect the scenario with resources and financial logic.
Management implications
We identify the changes needed in the business system.
Roadmap
We establish the implementation sequence.
04 / SP STRATEGY
What the client receives
Not a presentation about the future, but a basis for decisions and action.
- A strategic choice
- A set of tested assumptions
- Alternative scenarios and risks
- Capital requirements
- Management changes
- An implementation sequence
05 / SP STRATEGY
From choice to execution
SP SECOND OPINION™
Independent review of a critical strategic decision.
SP INSTITUTION
Redesigning the system that will put the chosen strategy into practice.
SP STRATEGY