…de Weerdt Consulting can produce c-suite, investor, and board-ready strategy projects to support you and your team through a 6-step process
Connect
We meet and/or stay connected, which is simply an opportunity to learn more about you, your needs, and your organization
Define project
If/ when a specific need or project arises, we start with reviewing a problem statement worksheet together
Plan project
I create a proposal including a workplan, added team members, timelines, and budget for your review and approval
Generate insights
Team conducts research and develops data-driven insights and frameworks for answering key questions Work is completed to the level of collaboration you prefer – from working should-to-shoulder with you / your team to providing a more outside-in report
Present to stakeholders
We work together on a “storyline” to communicate findings and recommendations to key stakeholders such as c-suite, investor, or board audiences.
Reflect on value
Connect on how presentations went and ensure value was delivered Discuss and conduct any follow-up activities as needed
There are several common pitfalls to look out for when delivering strategy projects…
Starting with analysis before the project is clearly framed and the key problem or question understood
Seeing the output as a detailed report vs alignment on a key decision or strategic action
Not prioritizing analysis around key questions / hypotheses leading to long highly detailed projects
Not tying back analysis findings to the original question and staying focused on the answer
Being close-minded to novel thinking and ideas, having a bias towards the “known”
Not backing statements with relevant objective data and clear sources
Complex “process-result” communication where the “so what” is unclear
Not spending time crafting a compelling story prior to presenting recommendations
There are several pitfalls to look out for when delivering strategy projects…
Starting with analysis before the project is clearly framed and the key problem or question understood
Seeing the output as a detailed report vs alignment on a key decision or strategic action
Not prioritizing analysis around key questions / hypotheses leading to long highly detailed projects
Not tying back analysis findings to the original question and staying focused on the answer
Being close-minded to novel thinking and ideas, having a bias towards the “known”
Not backing statements with relevant objective data and clear sources
Complex “process-result” communication where the “so what” is unclear
Not spending time crafting a compelling story prior to presenting recommendations