Strategy fails in the handoffs. This is the work of finding them.
Organisations rarely have an operations problem they can name. They have a feeling that too much effort produces too little, and no protected time to work out where it is going.
Work queues in places nobody owns. Two teams produce versions of the same thing. Decisions sit with people who do not need to make them. Reporting takes longer to produce than anyone spends reading it. None of these show up in a strategy document, and all of them determine whether the strategy happens.
We follow real pieces of work end to end, whether a referral, a grant application, a report or a decision, and record what actually happens rather than what the process document says.
We take it back to the people doing it. Where does this ring true, where is it worse, what have we connected wrongly? The map is a working tool, not a deliverable.
A short list of changes ranked by effort against relief, separating what you can do next week from what needs investment or a system change.
Visual, accurate and editable, showing how work moves and where it stops. Built to be put in front of a board or a funder.
Effort against relief, with the quick wins separated from the structural work so nothing waits on everything.
Who decides what, and which decisions are travelling further up than they need to.
Templates and the map in formats you can keep updating without us.
If you can describe the feeling but not the cause, that is usually the right starting point.
Practical consultancy for public systems, commercial enterprises, founder-led organisations and community interest companies.