Agree where the business is going before you fund the work.

We work with leadership teams on direction, technology, new ideas and the team needed to deliver them. Each engagement ends in decisions your people can act on.

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When leadership calls us

Strategy work starts with a decision nobody can settle.

Most leadership teams know something has to change. The hard part is agreeing what, and what to give up to pay for it.

The market has shifted and the current plan no longer fits.
Growth has slowed and nobody agrees on why.
Every department has a priority, and the budget covers a few of them.
A new idea has support in the room but no evidence behind it.
The strategy is agreed, but the team isn't set up to deliver it.

Strategy engagements

Four kinds of strategy work

Start with the one closest to the decision in front of you. Most engagements touch more than one.

Business strategy

The question: Where should we compete, and how will we win there?
What we look at: Your market, customers, competitors, financial position and the options leadership is weighing.
What you leave with: A strategy document that sets direction and priorities, with measures leadership can review progress against.

Digital and technology strategy

The question: What should we build, change or retire, and in what order?
What we look at: The systems you run, the data they hold, what each one costs and what the business needs next.
What you leave with: A sequenced roadmap with rough costs and dependencies.

See How We Build a Roadmap

Innovation

The question: Which new products, services or revenue lines are worth funding?
What we look at: What customers need, the ideas already on the table and the cheapest way to test each one.
What you leave with: Ideas ranked by the evidence behind them, with a business case for the ones worth backing.

People and capability

The question: Do we have the team and structure to deliver this?
What we look at: Team structure, skills, ways of working and where delivery stalls today.
What you leave with: A capability assessment and an operating model, with the hires, training or partners needed to close the gaps.

What you leave with

Deliverables leadership can act on

What you get depends on the engagement. Each deliverable is written for the people who make the decision and the teams who carry it out.

Strategy document

Direction and priorities, with the trade-offs behind them, in a form leadership can refer back to.

Sequenced roadmap

Work in phases, with costs and dependencies your team can plan budgets around.

Business case

The cost, expected return and risks of a proposal, so it can be funded or dropped.

Capability assessment

Where the team is strong, where it is stretched and what it needs to deliver the plan.

Quick wins

Changes that can be made straight away while larger work is planned.

“Realm Digital was fully on board to make it happen and was as invested as we were in the success of the project.”

Elitha van der Sandt CEO, South African Book Development Council

Our advisory work

All Advisory Case Studies

Advisory Other

Industrial solutions provider

An independent strategy engagement that sharpened direction and leadership alignment for a confidential industrial provider.

Advisory Health and Wellness

Healthcare administration group

An independent digital assessment: 7 stakeholder interviews, 400+ pages reviewed and a prioritised transformation roadmap.

Advisory Finance

Sanlam

Research into how customers contact Sanlam came first, then a knowledge base that shows what they search for.

Advisory Other

Cape Town Child Welfare Society

Mapped 8 workflows, 5 user roles and 7 report types into a blueprint for a case management system.

All Advisory Case Studies

Strategy FAQs

What if we already have a strategy?

Then we start from it. We test whether it still fits the market and whether the business is set up to deliver it, and work on the gaps.

How is this different from a management consultancy?

The people who give the advice are the people who would build it. Every recommendation is tested against what it would take to deliver.

Do you only recommend technology you build?

No. Recommendations can include off-the-shelf tools, configuring what you already own, changes to process or structure, and work your own team or another supplier can take forward.

How long does it take?

It depends on the decision and how many teams are involved. We agree the scope and timeline before we start.

Who should be involved from our side?

The leadership team that owns the decision, the people who own the budget and, depending on the engagement, the people who run the processes, work with customers or manage the teams affected.

Latest insights

All Advisory Articles

Tell us what you're trying to decide.

Give us a sense of where the business is heading and what's holding it back.