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Strategy Practices

Turning strategy into action.

A strategy that stays in a slide deck is not a strategy, it is a wish. These four practices decide where to play, and leave with a plan that names segments, buyers, message, channels, targets and owners, so the people who run it are never guessing.

Where Strategy Practices Fits WHERE STRATEGY PRACTICES FITS 01 · STRATEGY PRACTICES WHERE TO PLAY Right initiatives, right order? 02 · REVENUE ACCELERATORS HOW TO WIN Moving fast enough to win? 03 · CUSTOMER TECH WHAT IT RUNS ON Does the stack carry the plan? 04 · PEOPLE PRACTICES WHO RUNS IT Right people, deployed well? ONE LEADER IN THE SEAT owns the number Most engagements draw on more than one area. One executive stays accountable for the whole.
Where Strategy Practices fits
  • 01 · STRATEGY PRACTICESWHERE TO PLAYRight initiatives, right order?
  • 02 · REVENUE ACCELERATORSHOW TO WINMoving fast enough to win?
  • 03 · CUSTOMER TECHWHAT IT RUNS ONDoes the stack carry the plan?
  • 04 · PEOPLE PRACTICESWHO RUNS ITRight people, deployed well?
One leader in the seatOwns the number. Most engagements draw on more than one area, and one executive stays accountable for the whole.

Where It Fits

Of the four questions asked in week one, this practice area answers the first: is the team focused on the right initiatives to drive growth? The blocker it removes is disconnected strategy, a business plan and a go-to-market that were never the same document.

The question we ask in week oneThe blocker it exposesThe practice area that removes it
Is your team focused on the right initiatives to drive growth?Disconnected strategiesStrategy Practices
decide where to play
Are your growth teams moving fast enough to outpace competitors?Slow pipeline velocityRevenue Accelerators
run the plan
Do you have the right customer technologies to support your goals?Tech frictionCustomer Tech
build what it runs on
Do you have the right people in place, deployed effectively?Team and resource gapsPeople Practices
put the right people in the seats

The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove.

Strategy Hands to Execution

The output of every Strategy Practice is the same artifact: a plan on one page, with the working plan behind it, in hand by day 30. What makes it different from a consulting deliverable is who picks it up next.

Strategy Hands To Execution MAHDLO · STRATEGY PRACTICES STRATEGY HANDS TO EXECUTION 01 · THE FOUR PRACTICES DECIDE BUSINESS TRANSFORMATION How the company is structured, led and measured GO-TO-MARKET PLANNING Which segments, who signs, what we say, which channels INTERNATIONAL EXPANSION Which country, entered in three gated stages MARKET DEVELOPMENT Which new segment or geography for the product you already have 02 · THE PLAN ON ONE PAGE Segments and the buying group Positioning against the real alternative Channels, partners and the media mix Revenue math: targets, deals, budget Owners and decision rights The 12-month runway In hand by day 30. 03 · WHO RUNS IT REVENUE ACCELERATORS Demand, pipeline, brand, product, partners and care, run to the plan CUSTOMER TECH CRM definitions, the website, the organizational brain PEOPLE PRACTICES Roles set, leaders coached, the successor recruited A STRATEGY THAT STAYS IN A DECK IS A WISH Every plan leaves with owners, dates and the executive who will run it. The plan is a Plan-phase deliverable of the 100-Day Accelerator. Revenue Accelerators pick it up from day 31.
Mahdlo · Strategy PracticesStrategy hands to execution
  1. 01 · The four practices decideBUSINESS TRANSFORMATIONHow the company is structured, led and measuredGO-TO-MARKET PLANNINGWhich segments, who signs, what we say, which channelsINTERNATIONAL EXPANSIONWhich country, entered in three gated stagesMARKET DEVELOPMENTWhich new segment or geography for the product you already have
  2. 02 · The plan on one pageIn hand by day 30.
    • Segments and the buying group
    • Positioning against the real alternative
    • Channels, partners and the media mix
    • Revenue math: targets, deals, budget
    • Owners and decision rights
    • The 12-month runway
  3. 03 · Who runs itREVENUE ACCELERATORSDemand, pipeline, brand, product, partners and care, run to the planCUSTOMER TECHCRM definitions, the website, the organizational brainPEOPLE PRACTICESRoles set, leaders coached, the successor recruited
A strategy that stays in a deck is a wishEvery plan leaves with owners, dates and the executive who will run it.The plan is a Plan-phase deliverable of the 100-Day Accelerator. Revenue Accelerators pick it up from day 31.
The plan names owners and dates, and the executive who wrote it is the one who runs it from day 31.
TransformBusiness transformation realigns strategy, structure, process and measurement around one plan, led by a fractional executive in the chief transformation officer seat. Where the operating model itself is the problem, this is where the work starts.
PlanGo-to-market planning makes the twelve decisions a launch, a new market or a repositioning depends on: which segments, who signs, what you say against the alternative they are really weighing, which channels carry it, and what each customer can cost to win.
ExpandInternational expansion enters a market in another country in three gated stages, with a stop point before the expensive one. Market development sells the product you already have into a new segment or geography, product and channel held constant.

What It Draws On, What It Hands On

What it draws on
  • The Growth Assessment run in week one
  • Discovery with the people who feel the pain, not only the people who fund the fix
  • The numbers finance already has: deal size, win rate, cycle length, coverage
  • What the CRM actually says happened, once Customer Tech has cleaned the definitions
What it hands on
  • A plan Revenue Accelerators run from day 31: demand, pipeline, brand, product, partners, care
  • The stages, segments and definitions Customer Tech builds the CRM and dashboards around
  • The roles and resourcing model People Practices staff, coach and eventually recruit for
  • The measures the plan is revisited against every quarter

Questions We Get

What do the Strategy Practices cover?

Four services that decide where growth comes from: business transformation, go-to-market planning, international expansion and market development. Each ends with a plan that names segments, buyers, message, channels, targets and owners, and each is run by the executive who wrote it.

What is the difference between go-to-market planning and business transformation?

Go-to-market planning decides how a product reaches a market: segments, buying group, positioning, channels and the revenue math underneath a target. Business transformation changes how the company itself is structured, led, run and measured. A transformation usually contains a go-to-market plan; a go-to-market plan does not require a transformation.

How long does the strategy work take?

The plan is a Plan-phase deliverable of the 100-Day Accelerator, in hand by day 30 with the working plan behind it. International expansion and business transformation run longer, because the stages that follow the plan are part of the practice.

Do you run the plan, or just write it?

Both, and by the same person. The fractional executive who wrote the plan runs it through the Revenue Accelerators, with the same accountability as an in-house leader. A strategy that stays in a deck is a wish.

What does growth strategy consulting cost?

It scales with how many decisions are open and how much of the organization they touch. Thirty minutes on a call is usually enough to size it.

Ready to talk?

Thirty minutes is usually enough to know which practice area your growth problem actually needs.

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