Ninety minutes on the behaviour your plan is betting on.
£6,000
You're about to launch, scale, invest or roll out. The plan looks sound. The Session finds the behaviour it quietly depends on, judges whether that behaviour is realistic, and puts the answer in writing.
When this is the wrong door
Nothing committed yet? Take the canvas and run it yourself. Come back when there's a live decision and a budget attached.
Work already shipped, and it keeps happening? That's a capability conversation.
What comes out of it
Within two working days, two pages.
It's a judgement rather than a report, written to be forwarded, in the language your board already uses. It reads something like this:
Many clients tell us the write-up did its most useful work in a meeting we never attended.
What happens in the room
Before we meet, send one paragraph. What you're building or changing, and what it needs people to do differently. Rough is fine.
We start with the work as you'd describe it to your board. Then we go underneath it.
Who must do what, at which moment, despite what pressure? What do they do now instead, and why does that still make sense to them? What breaks if the behaviour doesn't happen?
By the end there's one honest judgement in the room. Sometimes it's the one you were hoping for.
What happens after
Sometimes the Session is enough and you get on with it.
Plans rarely carry one assumption. They carry nine. When the Session finds more than one bet worth judging, the Review takes the whole plan.