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CEO / Enterprise & Strategy
Capacity to go
on the offence.
Make room for strategy.
Move scarce attention and execution capacity into new propositions, customer opportunities and strategic change.
Illustrative. Built to adapt.An 80/20 starting point, shaped around your requirements.How we tailor it ↓
Resolve dependencies
Advance strategic bets
START FOCUSED. EARN THE RIGHT TO SCALE.
One strategic priority crossing two functions
Start with one team and one workflow. Adapt by region, business unit and system before expanding.
CAPACITY GOES INTOFaster execution of the priority that matters
Who joins · what earns the next step
Core team: Executive sponsor + two function owners + Finance. The sponsor agrees the outcome and reviews the decision.
Scale only when: Milestones improve, capacity is actually reassigned and Finance removes duplicated benefits across functions.
Connected ownership: The executive team chooses trade-offs; each handoff has one accountable owner.
ONE CONNECTED JOURNEY
Build it. Prove it.
Put it to work.
ADVANCED creates the asset.
ACCELERATE tests the same asset.
FUNCTION decides where to scale.
01TEAMChoose the work
A brief. A baseline. An owner.View brief + sample output
Choose the work
AGREE THE DECISION
Which three strategic priorities should receive capacity released from recurring work this quarter?
Approved strategic commitments, capacity constraints, delivery dependencies and current benefit cases.
Review and acceptanceThe leadership team makes the allocation decision and agrees which existing commitments change.
Illustrative sample. Tailor the scope and thresholds before use.WORKING BRIEF
- Decision
- Which priority receives the capacity, and which existing commitment changes?
- Owner
- Executive sponsor + delivery owner
- Capacity for
- Capacity for a customer pilot
02ADVANCEDBuild the working asset
A working asset your team can check.View brief + sample output
Build the working asset
MAKE THE THINKING VISIBLE
Which priority receives the capacity, and which existing commitment changes?
A team releases recurring preparation time, but the capacity is fragmented. The allocation plan identifies usable blocks, removes competing commitments and assigns them to a named customer pilot. The CEO sees milestones and decision dates, not just a headline of hours saved.
Review and acceptanceThe leadership team makes the allocation decision and agrees which existing commitments change.
Illustrative sample. Tailor the scope and thresholds before use.DECISION WORKSHEET
Open full advanced brief + sample ↗
| Work | Constraint | Leadership choice |
|---|---|---|
| Customer pilot | Needs a delivery owner | Commit usable capacity |
| Recurring pack | Preparation is reducible | Validate release first |
| Portfolio decision | Competing commitments | Choose what stops or moves |
03ACCELERATEProve it in real work
Evidence to keep, change or stop.View brief + sample output
Prove it in real work
TEST AGAINST THE BASELINE
Does the new way improve the work?
Run representative work with the agreed reviewer. Count effort, rework, exceptions and upkeep; ask whether the recipient gets a better result.
Review and acceptanceThe leadership team makes the allocation decision and agrees which existing commitments change.
Illustrative sample. Tailor the scope and thresholds before use.TRIAL SCORECARD
Illustrative effort test20 hours / reporting cycle → 12 hours / reporting cycle
Quality / effectiveness
Named capacity committed to a priority milestone
Actual results: to measure in your trial.
Open full accelerate brief + sample ↗04FUNCTIONChoose where to scale
A 13-week value plan.View brief + sample output
Choose where to scale
COMMIT TO AN OUTCOME
Capacity for a customer pilot
FUNCTION establishes choices within each function. ENTERPRISE connects the cross-functional portfolio, dependencies and operating commitments.
AccountabilityExecutive sponsor + delivery owner
Illustrative sample. Tailor the scope and thresholds before use.13-WEEK VALUE PLAN
- 1–4Baseline + first experiment
- 5–8Trial + adapt
- 9–13Choose + commit capacity
Choose the sequence →
The CEO and leadership team experience the method themselves. Then choose a first team, prove the work and build trust before scaling. PERSONAL can help align the sponsor.
THE EXECUTIVE TEST
What changes
because of it?
Allocate capacity to named strategic work before expanding the programme; review whether it was used and whether it moved the intended outcome.
CapacityUsable capacity reassigned to agreed priorities
ExecutionPriority milestone completion; time to resolve dependencies
Strategic valueAdoption and economics of the new proposition or capability
QualityUnfunded commitments, ownership gaps and displaced critical work
How do I know this changes execution rather than adding another initiative?
Choose one strategic priority, name what is displaced and track usable capacity actually reassigned. Review milestone progress and customer evidence; remove double-counted benefits across functions.
Capacity is not fully fungible: skill, timing and location matter. A portfolio score informs judgement; it does not make the investment decision.
THE 80/20 APPROACH
A strong starting point.
Shaped around your business.
Keep the useful structure. Adapt the priority, workflow, data, tools and success measures to your requirements.
Your priorityYour dataYour toolsYour measures
80/20 is a design principle, not a fixed scope or a measured ratio. All examples are illustrative; benefits are established through your own trial.Your commitment, our role and the investment
TIP brings: the tailored brief, facilitated build, reusable working structure and trial review. Your team brings: approved inputs, workflow expertise, an accountable owner and time to test in real work. Your organisation retains decision and release authority.
Agree the first stage before committing to the full journey. The proposal sets out fees, participant effort, trial scope and success measures. Include licences, review, upkeep and any integration in the total investment.
TEAM: 3h. ADVANCED: 4h. ACCELERATE: 2 × 4h with a workplace trial. FUNCTION: 8h + synthesis + 4h. The full journey is 27 facilitated hours, plus preparation, trial and follow-through; attendance varies by stage.
Start with approved AI tools and manual exports, with human review and named ownership. IT confirms access and data policy; sensitive or regulated workflows may need additional security, legal or governance review. Integrations, custom applications and unattended operation are separately scoped.
Inputs: validated capacity by team, timing, competing commitments and full initiative costs. Outputs: deployable capacity and an investment portfolio. Aggregate cash benefits only after Finance removes overlaps and confirms benefit ownership.
How your function connects with the rest of the business
ONE CUSTOMER OUTCOME / SHARED ACCOUNTABILITY
Connect the work.
Multiply the value.
An illustrative customer journey: each handoff carries evidence, an owner and a decision.
- Shape the propositionCustomer need + tested promise
- Win the right businessAgreed value + deliverable terms
- Deliver the promiseReliable service + clear handoff
- Grow customer valueAdoption + retention evidence
- Validate and reinvestContribution + capacity choices
Enabled by People and Technology.Shaped with Legal and the Chief Risk Officer.CEO connects the enterprise choices.
START WITH THE WORK THAT MATTERS