Business Evolution
Solution areasSelect an area and a specific challenge.
Management system25 solutions
Structure and roles
Organizational structureJob descriptionsRecruitment and onboardingSenior executive onboardingEmployee incentive system
Team and development
Training and onboardingInternal communicationsCorporate university
Management and processes
Management routinesTask management and execution trackingContractor management systemPolicies and proceduresQuality control departmentManagement dashboards
Finance
Management accountingFinance for Wildberries sellers
Sales and clients
All sales solutionsCRM and sales dataSales systemCustomer base management
Marketing
Marketing management systemMarketing planning and budgetingMarketing finance and performance managementResearch and analyticsReputation and PRAssortment and pricing
Strategy and development5 solutions
Strategy and developmentScaling and transactionsFranchisingM&ACrisis management
Business acceleration and tracking4 solutions
Business acceleration and trackingAcceleration programsBusiness trackingNTI Foundation case study
AI implementation7 solutions
AI implementationAI assistantsAI for salesAI for marketingAI for financeAI for logisticsAI for HR
Not sure where to start? We will identify the priorities during a business assessment.All solutionsBusiness assessment →
MethodologyCompany accelerationBusiness trackingDevelopment programs for company portfolios
Industries and business modelsSelect a section to expand its list of areas.
Manufacturing and industrial businesses5 areas
Manufacturing and industrial businessesIndustrial machinery and equipmentFood manufacturing and FMCGAgriculture and processingMetals, raw materials, and industrial materials
Construction and infrastructure5 areas
Commerce and consumer-facing businesses5 areas
Services, IT and network businesses5 areas
Don’t see your industry? Start with a business assessment—we will identify the management challenge.All industriesBusiness assessment →
Business Evolution AcademyPractical programs for business owners, executives and management teams.
Business Management SystemFlagship end-to-end program
View the flagship program
Choose a learning programPrograms, formats and pricing
Program catalogFormats and pricing
Specialized programsSeven management system areas
Strategy and prioritiesFinance and metricsSales and CRMOrganizational structure and rolesTeam and motivationProcesses and proceduresDigital management and AI
A dedicated team-based learning format is available for management teams.About the AcademyChoose a format →
About usCompany, experts, methodology, and contacts.
CompanyExpertise, team, and projectsTeamExperts and capabilitiesMethodologyAssessment, solution design, and implementationContactsInitial consultation and engagement options
For a complex challenge, start with a business assessment.Business assessment →
Language

Identify the primary constraint and an evidence-based next step

A business assessment separates symptoms from causes and identifies where the priority lies—strategy, unit economics, organizational structure, execution, sales, the team, or data.

Describe your situation →What we assess
The depth of the assessment depends on the challenge and data availability.The outcome is not a list of problems, but a priority and an action path.
LOGIC

Why start with a business assessment

The same symptom can be caused by problems in different parts of the management system.

1situationWhat is happening in the business now.
Npossible causesStrategy, money, processes, sales, people or data.
1constraintThe area with the strongest impact on the outcome.
1pathThe sequence of subsequent actions.
SIGNALS

When a business assessment is particularly useful

It is most useful when the situation is complex or contradictory, or when previous attempts have failed.

Growth has stalled

It is unclear whether the constraint lies in the market, the product, unit economics, execution, or the team.

Profit does not match revenue growth

The effects of gross margin, operating expenses, assortment mix, and operational losses must be separated.

The owner is overloaded

The issue may lie in organizational design, management capability, delegation, or the management cadence.

Sales performance is unstable

The customer value proposition, marketing, sales funnel, CRM, and sales management must be assessed.

Changes fail to take hold

Decisions are not translated into projects, tasks, accountability, and follow-through.

Data sources conflict

Sources, formulas, and reporting periods do not support reliable decisions.

AREAS

Which areas may be included in the assessment

We do not always audit every management area; the scope depends on the challenge.

Goals and strategy

The owner’s goals, strategic direction, and priorities.

  • goal
  • strategy
  • projects

Business model

Sources of profit, the product mix, and growth opportunities.

  • value
  • margin
  • constraints

Finance

Profit, cash, liabilities, budgets, and reporting.

  • Cash flow
  • P&L
  • plan-versus-actual

Management

Organizational structure, tasks, projects, management meetings, and execution tracking.

  • roles
  • cadence
  • acceptance criteria

Sales and marketing

Customer value proposition, channels, the sales funnel, and CRM.

  • value proposition
  • conversion
  • sales targets

Team

Leaders, recruitment, onboarding, motivation, and training.

  • competencies
  • KPI
  • accountability

Processes and quality

Process owners, standards, and deviation management.

  • process map
  • procedures
  • quality control

Data and digitalization

Data sources, dashboards, integrations, the task management system, and AI.

  • data quality
  • BI
  • automation
OUTCOME

A map of causes and priorities—not a list of problems

A business assessment should explain the current situation and lead to a decision about what to do next.

Contact us →
1

Current state

Facts, metrics, processes and constraints.

2

Management gaps

Where goals, roles, data, and execution are disconnected.

3

Primary constraint

The management area that requires priority attention.

4

Recommended path

A targeted adjustment, implementation project, business tracking, or training.

SOURCES

What evidence supports the conclusions

Only sources that are available and agreed are used; data gaps are documented separately.

Owner interview

Goals, constraints, key decisions, and the owner’s assessment of the situation.

context · priority

Executive interviews

How business functions actually operate and interact.

processes · problems

Management reporting

Financial and operating metrics.

plan-versus-actual · forecast

CRM and sales

The sales funnel, deals, activity, and customer base.

conversion · data

Tasks and projects

Deadlines, priorities, owners, and execution tracking.

execution · overdue items

Structure and procedures

Functions, accountability, processes, and standards.

roles · rules

Dashboards and sources

Calculation formulas, reference data, and data quality.

sources · consistency

Management routines in practice

Meetings, delegation, decisions, and acceptance of completed work.

routines · control
Limitations are documentedIf the data is insufficient, this is recorded as an assessment finding rather than replaced by an assumption.
FORMAT

The required assessment depth depends on the situation

An initial assessment and a full business assessment have different scopes.

Initial reviewDetermine the topic, context and possible path.
Functional assessmentAssess a specific area: finance, sales, management or the team.
Integrated assessmentCompare several interconnected areas.
Pre-strategy assessmentAssess the starting model and development constraints.
Pre-implementation assessmentAssess the readiness of data, processes and the team.
Academy diagnosticDetermine the suitable program and level of support.
SUBSEQUENT DECISION

What decisions should the assessment enable?

The outcome is a specific decision about what to do next.

Avoiding an unnecessary project

The issue may be resolved through a targeted adjustment.

Outcome:avoid unnecessary expenditure of resources.

Selection of the first priority area

The area on which the rest of the system depends is identified.

Outcome:a clear priority.

Project scoping

The goal is translated into project scope and success criteria.

Outcome:a clear scope.

Data preparation

We identify data sources that need to be restored or cleaned up.

Outcome:a reliable basis for decisions.

Engaging executives

Process owners are appointed and a working group is formed.

Outcome:accountability for implementation.

90-day action plan

Priorities are translated into actions and milestones.

Outcome:implementation sequence.
STAGES

Five stages of a business assessment

The scope of interviews and documents depends on the specific challenge.

1

Problem definition

We document the current situation, desired outcome, and constraints.

2

Fact gathering

We review data, documents, processes, and stakeholder perspectives.

3

Root-cause analysis

We separate symptoms from systemic gaps and interdependencies.

4

Priority setting

We select the primary constraint and define the sequence of actions.

5

Presentation of findings

We present the conclusions, limitations, and possible engagement formats.

OUTPUT

A situation map and a justified next step

The exact deliverables depend on the depth of the business assessment.

Causes

The underlying causes of the current situation are clear.

Priority

The primary constraint has been identified.

Risks

Data gaps and limitations have been documented.

Recommended path

The next engagement format and sequence of actions are agreed.

ASSESSMENT

Tell us what is happening in your business

A brief description of the context, symptoms, and desired outcome is enough to begin.

  • you do not need to select a specific service in advance;
  • you do not need to share confidential documents before the scope is agreed;
  • after the initial review, we will determine the appropriate depth.
Describe your situation

A business assessment does not guarantee a preselected project—it should determine what is actually needed.