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We stay until your people run the strategy without us.

When we arrive, the strategy is often in a drawer. The leadership team agrees in meetings and disagrees in the corridor. The managers got the plan by email. When we leave, the same people run the company differently, and say so.

Hands at a session table build cardboard prototype boxes, with hand-lettered paper cards, a paper chain and marker pens.

It starts with a call,
usually late in the day.

A new general manager, one week into the job, whose only visitor on day one was HR, for ten minutes. A CEO who has just read a report on his own company and did not enjoy it. An innovation director with a mandate, a group above him and 120 people below, and no time.

Then we put a fifth of the company in a room.

We ask you questions nobody has asked you before, and write a fresh-eyes report in your managers' own words. The workshop lasts two days, and the posters are on the walls the next morning. Then come the clusters, the manager kits and a month-by-month plan.

Why we work this way.

What changed for three clients.

A three-year target reached eight months early. Three quarters of a market lost, 14% regained in eighteen months. A strategy built with 120 people, revealed to 110,000. Six months on, people mention trust before they mention the numbers.

The leaders who call us.

They are the 15%. Humanist, pioneering, high-performing and impatient, they want to be pushed hard and will share their doubts once they trust you.

Four of us answer.

There are four of us, in Lille and London. We bring in futurists, illustrators and makers when the work needs them.

Ready when you are.

Write to Anaïs.