There is a growth or transformation objective
The company needs to change revenue, profit, margins, scale, its management model or the owner’s level of involvement in day-to-day operations.
From the owner’s objective to measurable business change
For business owners and management teams when growth or transformation requires coordinated change across several parts of the company. We analyze the business end to end, validate a measurable objective, build a prioritized roadmap and support execution of priority projects in monthly cycles.
WHAT HAPPENS DURING ACCELERATIONobjective → roadmap → execution
01The initial objective is translated into a measurable outcome
02Business functions and critical processes are analyzed
03A roadmap and a focused first-month plan are developed
04Projects move forward through four weekly sprints
WHEN ACCELERATION IS NEEDED
When a company objective cannot be achieved through a single isolated project
Business acceleration is appropriate when the outcome depends on several parts of the business, the sequence of changes must be coordinated, and the management team needs structured support to execute them.
Working conditionThe owner and executives participate in acceleration by providing facts, making decisions and taking responsibility for company-side projects.
The objective spans several functions
The outcome depends simultaneously on sales, marketing, finance, operations, logistics, processes, people or governance.
The sequence of actions is unclear
There are many tasks, but no evidence-based view of which projects will move the company toward the objective or in what order they should begin.
Decisions need to be translated into execution
The team needs a clear monthly focus, weekly commitments and regular reviews of evidence, blockers and results.
ACCELERATION OBJECTIVE
Identify the changes required to reach the objective—and make sure they are implemented
The engagement does not start with a predefined package of solutions. We first test the owner’s initial objective against the actual state of the business and only then design the sequence of projects.
Define the outcome the owner expects
We define the expected business change and the qualitative and quantitative metrics that will demonstrate it.
Identify what must change in the business
We examine the evidence, refine the objective and prioritize the required projects in a roadmap.
Define the team’s focus for the current month
We select a focused set of projects, assign accountable owners and manage execution through four weekly sprints.
WHAT THE OWNER RECEIVES
A validated objective, a roadmap and clear visibility into execution
The owner receives more than a list of recommendations: a clear logic for change—what the assessment revealed, which projects are required, what is being executed now and how results will be measured.
DURING ACCELERATION
The link between the company objective, current-priority projects, accountable owners and actual performance remains transparent.
Projects outside the current focus remain in the roadmap and move into execution after the current monthly cycle is completed or reprioritized.
Validated objective
The initial objective has been tested against evidence and expressed as a specific qualitative and quantitative result.
End-to-end view of the business
We document how critical functions and processes operate and where the company loses money, information, speed or accountability.
Roadmap
The required projects, their sequence and their connection to the company objective are defined.
First-month focus
A focused set of projects is selected for immediate execution instead of launching the entire roadmap at once.
Current execution status
Every week, the owner can see completed commitments, blockers, decisions and next actions.
Next focus
At the end of each month, the roadmap is updated using actual results and new evidence.
WHAT WE ANALYZE AT THE START
The business is analyzed end to end—not through a single function
The scope of the assessment depends on the company’s operating model. The analyst systematically gathers evidence from every part of the business that may affect the owner’s objective.
01
CONTEXT
We document: the company model and initial management situationBusiness history and operating model
How the company developed, which business lines and legal entities form the business, and how responsibilities are divided among owners and executives.
02
COMMERCIAL OPERATIONS
We document: metrics, gaps and points of outcome lossSales and marketing
Products and services, sales funnels, conversion rates, acquisition channels, customer acquisition cost, average order value, team structure and tools in use.
03
ECONOMICS
We document: actual economics and data inconsistenciesFinance and performance
Revenue, profit, margins, accounts receivable and payable, debt burden and the reliability of management reporting.
04
IMPLEMENTATION
We document: constraints in the core operating chainOperations, service delivery, logistics and suppliers
How products are produced or services delivered, and how operations, procurement, logistics, partnerships and supply chains are organized.
05
TEAM
We document: unfilled functions and people constraintsPeople, recruitment, training and onboarding
Team composition, allocation of responsibilities, recruitment, training, onboarding, employee turnover and availability of the required capabilities.
06
PROCESSES
We document: process design and specific gapsOperating procedures and critical business processes
Each critical process is mapped by input, activity, output and one accountable owner. We identify where operating rules, data or accountability are missing.
ACCELERATION STAGES
From the initial objective to each monthly focus
The objective is examined twice: first as the owner’s initial request and then, after the assessment, as a validated and measurable outcome. Only after that are the roadmap and first-month projects defined.
1
Owner’s initial objective
We document the change the owner expects and the qualitative and quantitative indicators that will be used to measure it.
2
In-depth business assessment
We analyze the company’s history, sales, marketing, finance, delivery model, operations, logistics, suppliers, team, operating procedures and critical processes.
3
Objective validation against evidence
We compare the initial objective with actual metrics, available resources and identified constraints. When necessary, we adjust the objective or the proposed route to achieve it.
4
Roadmap design
We define the required projects across the relevant business areas and sequence them: what comes first, what follows and who participates from the company.
5
First-month focus
From the full roadmap, we select the projects for the current month. For each project, we define the deliverable, success metric, deadline and one accountable owner.
6
Four weekly sprints
Monthly commitments are divided into four weekly sprints. At each review, the analyst checks evidence, progress and blockers; subject-matter experts join when needed. Between meetings, the team can work with an AI assistant.
7
Month-end review and next focus
We assess the actual change achieved, close or adjust active projects and select the next priority from the roadmap.
CURRENT-FOCUS PROJECT
What is defined for every first-month project
Only projects with four mandatory parameters defined in advance enter the weekly execution cycle.
Defined deliverable
The concrete result that must exist when the project is complete.
Success metric
The metric that will show whether implementation produced the intended change.
Deadline
The date by which the agreed result must be delivered.
One accountable owner
The person inside the company who is accountable for the result, even when a working group performs the work.
A monthly project is decomposed into four sprints
Each week, the team reviews completed commitments, evidence, blockers and the decisions required for the next step.
ROADMAP CONTENT
Projects are selected only after analyzing the company
Business acceleration does not mean implementing every Business Evolution solution at once. The roadmap includes only the changes required to achieve the validated objective; their scope and sequence are determined by the company’s actual situation.
View all solutionsObjectives, growth model and priorities
Strategic choices, growth vectors, products, markets, business model, financial logic and the sequence of initiatives.
Marketing, sales and CRM
Acquisition channels, sales funnels, conversion rates, customer-base management, sales-team performance, CRM and commercial metrics.
Finance, manufacturing and logistics
Revenue, profit, margins, receivables and payables, management accounting, operations, service delivery, procurement, logistics and suppliers.
Processes, people, learning and AI
Roles and accountability, critical processes, operating procedures, task management, metrics, recruitment, onboarding, training, AI assistants and automation.
HOW IMPLEMENTATION IS ORGANIZED
The company team executes the projects; the analyst manages the overall acceleration process
Responsibility for change remains inside the company. Business Evolution helps analyze the situation, structure the roadmap, bring in the required expertise and maintain a disciplined weekly execution cadence.
Owner
Defines the initial objective, participates in its validation, makes key decisions and removes constraints that the management team cannot resolve on its own.
Management team
Provides data for its areas, takes accountability for projects and completes the commitments of each weekly sprint.
Analyst from Business Evolution
Conducts the business assessment, develops the roadmap, leads weekly execution reviews and keeps active projects aligned with the objective.
Experts and AI assistant
Subject-matter experts join specific functional workstreams. The AI assistant supports the team between meetings; questions requiring a management decision or specialist judgment are escalated to the analyst or relevant expert.
MONTHLY FOCUSProjects with an outcome, metric, deadline and owner
- Sprint 1
- Sprint 2
- Sprint 3
- Sprint 4
Weekly review of progress, blockers and next actions
Solution tools
Tools used in Business Acceleration
Business acceleration combines diagnostic, execution-support and system-change tools around the objective of a company or portfolio.
Business tracking
Regular support for executing business objectives and projects.
View solution →Company development programs
Designed for portfolios, clusters and groups of companies.
View solution →Business assessment
Identification of constraints, priorities and the scope of the first stage.
View solution →Business management system
Changes in roles, processes, metrics and management cadence.
View solution →Methodology
Principles of business assessments, objective decomposition and implementation support.
View solution →ACCELERATION EXPERIENCE
NTI Foundation portfolio acceleration program
The Business Evolution team developed the program methodology, organized tailored work with participating companies, provided business tracking and coordinated subject-matter experts.
View the case study →Program methodologyshared program logic and individual company challenges
Business trackingregular work on implementation of participant projects
Functional expertisespecialists were engaged for specific company challenges
QUESTIONS AND ANSWERS
What to know before starting business acceleration
FIRST STEP
Let’s discuss the company objective and the scope of the first stage
For an initial conversation, describe the expected outcome, the current situation and the management team involved. We can then determine whether the company needs full business acceleration, a focused project or business tracking.
- clarify the initial objective and outcome metrics;
- identify the data and participants required for the assessment;
- agree on the format and boundaries of the first stage.