Strategic Consulting
A focused engagement for one significant technology decision: the options compared, a written recommendation and the reasoning behind it.
Some decisions are too important to make on a vendor pitch alone: choosing a core platform, deciding whether to build or buy, or working out what to do with a stalled project. The options need comparing on their full cost, including licences, integration and the people needed to run them.
One decision, compared properly
Strategic Consulting is a focused form of Technology Advisory. The engagement is centred on a defined decision rather than continuing ownership of the organisation's technology function. The outcome should be useful even where Ryoss does not perform the subsequent implementation.
Work typically defines the decision, clarifies outcomes and constraints, identifies realistic options including retaining the current approach, and compares cost, integration, vendor dependence, delivery risk and internal capability. The recommendation records the reasoning and the rejected alternatives.
When this comes up
A choice between major platforms
Each option looks workable, and the comparison criteria are unclear.
A build-or-buy decision with material consequences
The cost and operating implications of each path are significant and not yet understood.
A project that has stalled
Leadership must decide whether to continue, change direction or stop.
Vendor proposals that are hard to compare
The proposals differ in scope and assumptions, so their full technical and commercial implications are unclear.
What we do
Define the decision
We establish what has to be decided, by when, which outcomes matter and which constraints apply.
Identify realistic options
The options include retaining the current approach, so the alternatives are compared with the real baseline.
Compare the full cost and risk
Implementation and operating cost, integration and migration effort, supplier dependence, delivery risk and the internal capability needed.
Recommend and record
A preferred direction with the reasoning and the rejected alternatives, and a starting brief for implementation if one is wanted.
What you end up with
A written recommendation
A clear preferred direction for the decision, with the reasoning behind it.
The options and the reasons others were rejected
A record that can be tested later or taken to another supplier or an internal team.
A starting brief if you proceed
A brief for implementation that rests on the comparison already done.
How a typical engagement works
01Decision
Agree the decision
We settle the question, the outcomes that matter and who needs to be involved.
02Investigate
We look at the current environment, the proposals on the table and the constraints.
03Compare
Compare the options
Each option is assessed on cost, risk, dependence on suppliers and the capability needed to run it.
04Recommend
The recommendation is written down with the reasoning and the alternatives that were rejected.
05Follow-up
Follow up on the decision
Questions that come up while the decision is acted on can be answered, and implementation can be arranged separately if wanted.
Frequently Asked Questions
Start with a conversation
Book a free 15 minute call. Describe the problem, the systems involved and what you already know, and we will tell you plainly whether we can help and what a sensible next step looks like. There is no obligation.