The Reqlarity Bundle

The symptoms

Do you recognise these patterns?:

Teams work hard but pull in different directions. Priorities compete. Effort gets diluted across too many initiatives.

Smart people make well-intentioned decisions that somehow do not add up to the progress you know is possible.

When you ask different leaders what your strategy is, you get different answers. Or they give vague answers so high-level they could apply to any business in your sector.

Strategy exists somewhere, in a presentation deck, in leadership minds, scattered across different documents, but people cannot find it or understand it well enough to use it when making daily decisions.

Changes in customer needs or competitor capabilities catch you by surprise. You react rather than anticipate.

Common causes

Strategy fails for many reasons:

You build plans for the future using historic data instead of testing what conditions must be true for success. Critical assumptions about customers, competitors, and your own capabilities never get validated. Leaders get invested in their ideas and nobody challenges them. Hunches about what will work disguise themselves as facts because there is no systematic effort to test them.

Strategy documents use corporate language so vague that smart people can interpret them to fit whatever they want to do. Your competitive advantage erodes over time but nobody described it clearly enough in the first place to notice when it weakens.

Execution discipline breaks down. People lack clarity on where they fit in the strategy, what behaviours are expected of them, and how unacceptable actions get addressed. Misaligned decisions compound daily.

Customer-facing communications talk about what you do and your product features rather than explaining how you help customers succeed. Your competitive advantage remains unclear to the people who matter most.

The diagnosis

You need both strategy and the practices that embed strategy into daily decision-making.

Strategy is the set of choices you make: where you will play, how you will win, what success looks like.

Strategy practices are the behaviours, processes, and capabilities that ensure those choices actually guide decisions throughout your organisation.

Most businesses have one without the other. Strategy written in documents that nobody uses when making decisions. Or strong execution discipline pointed in an unclear direction.

Both are necessary for strategy to work.

How we work together, over 12 months

Before we start, you complete an online assessment that evaluates how strategy currently works in your organisation across eight dimensions. This creates a fact-based benchmark of where you are now.

Months 1-3: Build Your Winning Strategy

What you will define:

Where you will compete and where you will not. How you will win in the spaces you choose. What winning looks like for your organisation. What capabilities you must build to win. Which management systems you need to support execution.

How we get there:

You have a strategy already. Strategies often exist in fragments across forecasts, roadmaps, plans, assumptions, and leadership minds. We bring these fragments together so you can see the complete picture of choices you have already made, whether deliberately or accidentally.

We identify which choices reinforce each other and which contradict. We define what external conditions must be true for success. We explore alternative strategic options you could pursue.

Then we test the critical assumptions. Which assumptions are true? Which are wishful thinking? Testing methods depend on what you need to validate. Customer interviews are most common. Sometimes staff surveys about internal capability. Sometimes market research. We help you design the tests. We can participate if helpful. What counts as valid evidence gets defined for each test based on what would be convincing.

You review the evidence and make your choices. Where to play. How to win. What winning looks like. You get these choices documented in clear language your people can understand and use.

Throughout this period, we coach your leadership team using questions that build your capability to think strategically, not dependency on us to think for you. We help you test whether your strategic choices actually guide real decisions. We work through conflicts when priorities compete across functions.

You finish with documented strategic choices plus the capability to update them yourself when conditions change.

Months 4-11: Embed the Practices That Make Strategy Work

What you will build:

Clear connection between your people's work and your winning aspiration. Explicit understanding of team purpose, identity, and expected behaviours that replace the implicit assumptions causing friction. Capability to tell your story in ways that connect with customers and drive action.

How we get there:

We continue monthly coaching with your CEO and leadership team. Same approach throughout: questions that build capability, not advice that creates dependency.

The Pact

Your people need to understand the strategic choices you made and see how their work connects to achieving your winning aspiration. This creates meaning and ownership. Without this connection, even the best strategy fails because people cannot see where they fit.

Friction also comes from implicit expectations. Different generations, different teams, different working styles all carry different assumptions about what is acceptable, what is expected, how things should work. When these remain unspoken, they create constant low-grade conflict that drains energy and slows execution.

The Pact makes the implicit explicit. Your team defines its purpose and identity in relation to the strategy. You create clear statements about expected behaviours and standards that replace the assumptions causing friction. These get built by your team, not imposed from outside.

You identify where current behaviours support strategy execution and where they create friction. You discuss what needs to change. You create the explicit agreements about how you will work together, what you expect from each other, what is unacceptable and how it gets addressed.

You test these agreements in real work. You gather feedback on what is working and what is not. You refine the agreements based on what you learn. The goal is replacing implicit friction with explicit understanding until working well together becomes natural.

Customer as Hero

You learn to craft stories that connect with your target audience and clearly demonstrate how you help them succeed in ways your competitors cannot. The goal is communication that motivates customers to take action because they see how you solve problems that matter to them.

Most businesses talk about their products and capabilities. Your customers care about their own challenges and aspirations. We teach you to shift your communication so it speaks to what your customers are trying to achieve, with your competitive advantage articulated in those terms.

You map what your customers are trying to accomplish and what stands in their way. You learn to position your business as essential to their success rather than just another option. You practice creating and testing these stories in real customer conversations. You refine based on what actually resonates and drives action.

Month 12: Refresh and Measure Progress

You revisit your winning aspiration using fresh evidence about how the world has changed. You update your strategic choices based on what you learned over the past year about what works and what does not.

You complete the same strategy practices assessment from month 1. Comparing results shows precisely how your practices have improved across all eight dimensions.

You finish with updated strategic choices plus proven capability to keep your strategy relevant as conditions keep changing.

The end result

Decisions align across your organisation because everyone can access and understand the same strategic choices.

Teams move faster in the same direction because people understand where they fit and what behaviours are expected of them.

Daily decisions get made with your strategy in mind because people can actually find the strategy and understand how to apply it.

Your competitive advantage gets communicated to customers in language that resonates with them because it speaks to their success, not your features.

You have built the capability to maintain strategic relevance independently as conditions change. You can update your strategy, test new assumptions, and refine your strategy practices without ongoing dependency on external consultants.

What makes this different

We do not produce 60-page presentation decks or complex strategy documents. We create clarity and build tools that simplify decision-making.

We build your capability to think and act strategically so you do not need to keep paying us when your strategy needs updating. Unlike the traditional consulting model, this is not about creating an ongoing dependency.

We will not propose implementation projects after this engagement ends. We are not trying to create future revenue opportunities from you. We give you the strategy and practices you need, then get out of your way so you can execute.