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What we do
The practice organises its work around five areas. Most engagements draw on more than one, because institutional problems rarely fall within a single boundary.
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Governance and Institutional Structuring
01
Who decides what, on what authority, and answerable to whom.
We help organisations design and improve the structures through which decisions are made and accounted for: governance frameworks and governing body design, allocation of decision rights, delegation of authority, statutes and internal rules, committee structures, accountability and reporting mechanisms, and integrity and conflict-of-interest frameworks.
This work is frequently the precondition for everything else. An organisation that cannot say where a decision was taken cannot improve how it takes decisions.
Typical outputs
governance review report
revised statutes and internal rules
delegation of authority matrix
board charter and committee terms of reference
conflict-of-interest policy
Strategy and Decision Advisory
02
Supporting leadership through choices made under uncertainty.
We assist leadership teams and governing bodies in setting direction and making consequential decisions: strategic planning and institutional positioning, options and scenario analysis, decision frameworks and executive briefs, institutional transformation strategies, and strategic roadmaps with implementation planning.
This area also covers institutional communications strategy and stakeholder engagement, where the question is how an organisation is understood by those whose support it depends on. We treat this as a strategic question rather than a promotional one, and our outputs are strategies and frameworks rather than campaign execution.
Typical outputs
institutional strategy
options and scenario paper
decision briefs
sequenced roadmap
institutional communications strategy
Institutional Development and Organisational Transformation
03
Building the structures and systems that make an organisation function.
We support the establishment, restructuring and strengthening of organisations: organisational design and restructuring, operating models, standard operating procedures and process design, management and internal control systems, digital systems integration and digital governance, and institutional capacity building.
Two forms of support fall within this area and are frequently requested in their own right: support to newly established organisations, and resource mobilisation and funding strategy including proposal and grant application development. The second is advisory and drafting support: we do not solicit funds on a client’s behalf and we accept no remuneration conditional on funding being secured.
Typical outputs
organisational structure with defined responsibilities
procedure manuals
operating model
funding strategy
completed proposals and grant applications
capacity development plan
Research, Policy and Context Analysis
04
Independent analysis for decisions that cannot be taken on intuition.
We produce research and analysis to support organisations operating in politically sensitive, rapidly changing or constrained environments. The area covers three distinct forms: commissioned research, research to academic standards, and research based on publicly available sources. Alongside these it includes policy research and strategic reviews, institutional assessments and evaluations, regional and context analysis, and risk and feasibility assessments.
It also covers negotiation research and support: analysis of the parties’ positions and interests, preparation of negotiation option papers, and review of prior negotiation processes.
Every output states what is established, what is inferred, and what the research could not determine.
Typical outputs
research report with methodology annex
policy paper with options
context or risk assessment
institutional assessment report
briefing notes for decision-makers
negotiation support paper: parties, interests and options
Analysis mandates involving confidentiality or operating-environment sensitivity are accepted selectively, according to the requirements of the mandate.
Forms of research we conduct
Commissioned research
Research conducted to a client’s question, under a defined scope and methodology. Findings are the client’s property and remain confidential unless the client decides otherwise.
Research to academic standards
Studies conducted according to recognised academic methodology, where the work will be published or will face external scrutiny. Authorship, publication rights and research ethics requirements are agreed in writing before work begins.
Research based on publicly available sources
Systematic collection and analysis of information in the public domain, used where primary access is restricted or where independent verification is required. The methodology and the limits of what it can establish are stated in the output.
Policy research and strategic review
Analysis of a policy question, a regulatory environment, or an institutional strategy, with options and their implications set out for decision.
Institutional assessment and evaluation
Independent assessment of an organisation, programme or partnership against defined criteria, including funder and regulatory requirements.
Context, risk and feasibility analysis
Assessment of an operating environment, the risks attached to a course of action, and whether a proposed intervention is feasible as designed.
Implementation and Strategic Execution
05
Between a recommendation and a change in how an organisation works.
We support the execution of what has been decided: implementation planning and sequencing, monitoring and performance frameworks, deployment of specialised expertise, and quality assurance of delivery. We take this work selectively and only where the practice can remain accountable for the result. We do not assume responsibility for a client’s core operations.
Typical outputs
implementation plan with responsibilities and sequencing
monitoring and performance framework
quality review of deliverables
Who we work with
Four entry points. Find your organisation.
Public and para-public institutions
“Reform mandated without institutional design, overlapping competences, and accountability that produces no consequence.”
Read the capability note
Civil society organisations and associations
“Governance on paper, structure that has not kept pace with growth, and requirements that cannot be evidenced to a funder.”
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Private sector and philanthropy
“Ownership, board and management with nothing separating them, and philanthropic activity managed informally.”
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Newly established organisations
“Structural decisions taken at the point when you know least, and which cost most to revisit.”
Read the capability note
Every engagement begins with a confidential initial discussion. There is no cost and no obligation attached to it.