A hundred days,
then every quarter.
The read prices the moves. The Programme lands them, three at a time, today’s business running the present and the new one building the future. The Room keeps the record of what each one delivered and closes it every quarter.
During ownership · a hundred days · then the quarterly close
A plan of sensible moves is still a wish.
Most plans fail in the gap between the slide and Monday morning: nine moves started at once, an owner called “the team”, a status colour instead of a euro. The Programme runs three moves at a time, each with one person, a date, a euro and a success test written before the work starts, and it keeps the moves on today’s business apart from the moves that build the new one so the new business does not starve the old. The Room then closes every quarter against what was promised, re-reads the scores on real results, and issues the Certificate an owner’s book reads.
Only 35 per cent of companies met their digital transformation objectives in 2021.
Source · BCG, December 2021
At the end, in your hands.
- Three moves closed or re-scoped in the first hundred days, each with its euros signed in your own ledger.
- One scorecard per seat that owns a move: the outcome the board agreed, how it is measured and when it is due. It never rates the person.
- Escalation by the clock: anything blocked for a fortnight reaches the board agenda on its own.
- The quarterly close: predicted beside landed, misses included, the scores re-read on real results, signed by the company.
- The Certificate and the record: the quarter’s aggregates signed and sent to the owner’s book, and behind them the record a buyer can recompute, growing from the first close.
A hundred days, then every quarter.
Partners do the work, and answer for it.
Holds the rhythm with your team as operating partner, in person at the three checkpoints. Where the plan needs somebody inside, an operator joins for the hundred days.
Ted Tanase
John Lazar answers for the technology moves and for the Room your team works in. Ted Tanase answers for cybersecurity, for the regulatory file where the company is supervised, and for the value architecture of the plan.
After the first hundred days the Room keeps running on its own quarterly close, the margin from today’s business funding the build of the new one. Before a sale it becomes the exit file.
Four answers, before you ask.
One of two forms, chosen with you and written into the engagement letter before work starts. A fixed fee for a defined scope and period. Or a lower fixed fee plus an agreed share of the value your own team signs as realised in its ledger, against a baseline fixed on day one and capped, so the most it can cost goes in a board paper before the first week. Never hourly, and never a percentage of anybody’s spend.
The company owns its Room, its record, its data and every account we build for it, and keeps them when we leave.
The Room keeps working. What lapses is the next read, never the record you already hold.
The end state is written into the scope at the start, so both sides know what done looks like.
Three moves at a time, each with a name and a date.
Start a conversation → See every product →A fixed fee for every read · the Programme and the Room can also run on a lower fee plus a capped share of the value your team signs as realised · agreed in writing before work starts