Explore by your moment
Are the assumptions behind this decision actually true?
Test what the decision depends on before you commit: how customers, regulators, investors, employees or partners are actually likely to respond, not how internal consensus assumes they will.
What this looks like
Examples of who brings us in
- A board preparing to approve a market entry, wanting to know how the target market's regulators and incumbents will actually respond before capital is committed.
- Leadership weighing a pricing change, uncertain whether the commercial logic will hold once it reaches customers and channel partners.
- A leadership team taking a strategic recommendation to the board, wanting an independent read on key stakeholders before the paper is finalised.
Relevant guides
When to Use External Stakeholder Intelligence: Trigger Points
This guide sets out the specific moments when external stakeholder intelligence pays for itself and when internal knowledge is enough. After reading, you will be able to decide quickly whether to commission external work, scope it well, and avoid the two common failure modes: commissioning too late, or commissioning for comfort rather than challenge.
How to Manage Assumption Risk in Strategic Planning
This guide explains how senior leaders in financial services should identify, test, and govern the assumptions underpinning their strategic plans. After reading, you will know how to surface fragile assumptions early, build challenge into the planning cycle, and prevent avoidable strategic failure.
How to Build Market Entry Intelligence for Regulated Industries
A practical guide to designing market entry intelligence for regulated sectors such as banking, insurance, and asset management. Readers will understand how to structure the intelligence effort, sequence regulatory and commercial diligence, and reach a defensible go or no-go decision.
How to Run Go-to-Market Research in Financial Services
A practical guide to designing go-to-market research for financial services products and propositions, covering buyer evidence, regulatory realities, and competitive signal. After reading, you will be able to scope, sequence, and pressure-test a GTM research programme that holds up with your board, your distribution partners, and the first line.
How to Manage Stakeholder Risk in an Acquisition
A practical guide for executives leading or approving acquisitions on identifying, sequencing, and managing stakeholder risk across regulators, customers, employees, investors, and counterparties. After reading, you will be able to build a stakeholder risk map that holds up to board, regulatory, and public scrutiny through signing, closing, and integration.
How to Structure a Change in Control Application That Holds Its Timeline
A practical guide to preparing Section 178 Change in Control notifications that give the FCA and PRA what they need to assess without triggering clarification cycles that stall completion. Readers will learn how to sequence evidence, pre-empt supervisory questions, and build an application pack that supports a clean 60-working-day assessment.