The work begins with the vision the initiative is intended to realize and the value the organization is trying to create.
A brief may describe the immediate assignment, but it may not capture the business transformation behind it. The delta between the two often reveals what the initiative will actually ask of the organization and what will shape the way forward.
I start with what the organization already has to work with: people, capabilities, relationships, assets and constraints.
From there, I develop and test options for how the initiative could move forward, what each would require and where the trade-offs sit. The course comes from the situation in front of us, not from a standard model.
Execution produces information that planning cannot.
Assumptions get tested, conditions change and new constraints surface. I stay with the work as that happens, adjusting the course without losing sight of the objective.
The work is done when the people who will own it are already carrying it, the necessary capability is in place, and the initiative no longer depends on unusual effort to keep moving.
Working with Spyglass
I work directly with the person or team accountable for the initiative. That may be a founder, executive or divisional leader.
An engagement can start with one part of the work, or continue through planning, decisions and execution as the initiative develops.
Engagements are built around the business objective rather than a fixed package of services.
When specialist expertise is needed, I can bring in additional specialists for that part of the work rather than building a standing team around the engagement.
Scope and fees reflect the shape and level of involvement the work requires, and are defined following an initial conversation.
Start a conversation
inquiries@spyglassadvisor.com·+1 646 248 6779
Based in Pennsylvania’s New York-Philadelphia corridor. Working across North America, Europe, and Latin America.