A consulting project that ends in results, not a presentation
We take on the task as a whole: diagnosis, strategy and testing the decisions — with a single team. If it needs to be carried through to a change that works, we stay on for implementation — that is a separate stage.
Projects of 2–6 months or modular blocks of 2 months each: corporate and product strategy — one topic after another.
“We hand over a strategy you can start working with on Monday: decisions, priorities, a plan. And if needed, we stay alongside for implementation as well”— the partners of Thesis Partners
When a turnkey project is needed
If you recognise your own situation, it is worth talking.
The market has changed, the strategy has not
The old plans rest on conditions that no longer exist. Decisions need a new footing — quickly and grounded in data.
A decision has been made, but nothing moves
The owner gave the go-ahead six months ago and there is still no movement: not enough hands, no method, or no push from outside.
A major step lies ahead
An investment, a new line of business, a deal. The cost of a mistake is high, and before the decision you need an outside view that checks the numbers.
There is no one inside to lead it
Your strongest managers are tied up in day-to-day operations. Freeing them for a large change project does not work out.
Several topics have come to a head
Corporate strategy, product strategy, channels — all at once. What is needed is a sequence: where to start and how not to stretch the work over years.
Past consulting was a disappointment
You received the report and nothing changed. Now you are looking for a partner who will produce a working strategy — and, if needed, carry it through to implementation.
A strategy is a working document, not a folder of slides
Consulting projects die in two ways. The first: the strategy stays on paper — the slides were accepted, thanks were given, the deck went into a drawer. The second: changes are launched without a calculated baseline, and six months later no one can say what worked. We close off both of these with the way the work is run.
The core project ends with a strategy you can use: the decisions have been defended in front of the head of the company, the plan has priorities, deadlines and metrics. Many clients go on by themselves from there — the document makes that possible.
If there is no one inside to lead the changes, we take implementation on as a separate stage: initiatives, pilots, checkpoints. It is agreed separately — after the strategy, once the scope is clear. If there are several topics, we divide the work into blocks of two months: first, say, corporate strategy, then product strategy.
What you take away
The result of the core project is a set of documents you can work with without us.
Diagnosis with numbers
Where money and time are being lost, and what each gap costs. Calculations you can lean on when making decisions.
Strategy and road map
The target state, priorities, a month-by-month plan and the metrics that show movement. The document is defended in front of the head of the company before it is approved.
Tested decisions
The key forks in the road have been calculated and checked against data: what we launch, what we postpone and why. With reasoning that holds up to questions from the board of directors.
Result metrics
Before we even start, we agree on the numbers by which the effect will be judged. The measurement baseline stays with you — it shows movement even without us.
How we work
Diagnostic meeting
An hour to an hour and a half with the partners. We work through the task and say honestly where we are useful and where we are not. After the meeting comes a proposal with the scope of work and a cost estimate.
Diagnosis, 3–4 weeks
Interviews with the team, data, the market. The output is the current state and the gaps, tied to money. You see the first conclusions already at this point.
Strategy and decisions
The target state, the choice of initiatives, a road map and metrics. We defend the decisions in front of the head of the company and the team before they go into the approved plan.
Implementation — optional
If we continue together: initiatives move in two-week steps, each has an owner from your team, and on our side there is continuous contact with the working groups.
Handover and result
We hand the team the strategy, the plan and the rhythm of meetings. If we went as far as implementation, we compare the metrics against the diagnostic baseline and record what works.
If it has to be carried through to a result: the implementation stage
An additional stage for those who have no one inside to lead the changes. It is agreed separately.
Changes under way
The first initiatives start with our support: a pilot in a chosen area, then a roll-out. Initiatives move in two-week steps.
Team and rhythm
Each initiative has an owner from among your managers, and we work alongside them. The routine of meetings and checkpoints that has been set up stays with the company.
Measured result
The before and after metrics for each initiative are compared against the diagnostic baseline. What has changed is visible in numbers, not in impressions.
Frequently asked questions
Our clients and partners
Market leaders, state corporations and top business schools
Press about us
Our partners’ expertise in business and industry media.
Automating industrial plants: overcoming resistance
Thesis Partners partner Boris Kaptelov on why resistance to automation is an argument about the distribution of benefits and risks, who should own the outcome of a project and how not to get stuck in “pilot purgatory”.
Let us discuss your task at a diagnostic meeting
Leave a request — we will reply within one business day.
Contacts
We work directly with owners, chief executives (CEOs) and senior leadership.