The preliminary report
Ninety minutes, and a written position.
Structured questions rather than a presentation. It concludes with a written position on whether an investigation is warranted. Where it is not, that is what the report says.
01 / Request the report
One session with the sponsoring executive.
The session is held with the executive who would sponsor the work. Where that person is not in the room, the report can describe the conditions and cannot establish whether they can be acted on.
Nothing to prepare. Board papers and minutes are read later, under the engagement.
A consistent question set, mapped to what the team perceives, understands and projects.
A written position: whether the conditions indicate an alignment failure, what an investigation would examine, and what it would cost.
If the calendar does not appear
The booking page opens in a new tab, or write to the address above and three times will be offered.
02 / What the report concludes
Three outcomes. Two of them end the conversation.
The conditions are absent
The report states that an investigation is not warranted, and describes what it looked at to reach that position. No fee, and no follow-up.
The conditions sit elsewhere
The difficulty is real and belongs to a different discipline. The report says which, and names what a good version of that appointment looks like.
An investigation is warranted
The report sets out what would be examined, which protective layers fall in scope, the duration and the fee. The decision to proceed follows the document.
Engagements accepted by direct approach and by referral. The work requires a sponsor with the authority to act on what the investigation finds.
03 / Before the session
Four minutes against the five layers.
The alignment diagnostic scores the same five protective layers from 10 statements, and states how far the gaps continue to overlap. It is an indication rather than a finding.