Find your organisation’s KW BrandOS route

Choose the answer that reflects what will actually happen - not what the team hopes it may find time to do.

Who will own the programme each week?

The owner needs enough credibility and roughly three to five hours a week during active stages.

A named, credible owner has protected capacity
They can coordinate people, evidence and decisions.0 An owner exists, but capacity is uncertain
The work may compete with a full operational role.1 No credible internal owner is available
Someone external would need to keep the programme moving.2

How confident is the internal team at facilitating strategic disagreement?

The role is more than arranging meetings. It means surfacing tensions and securing choices.

Experienced and confident
They have led comparable cross-functional work.0 Some experience or confidence
They would benefit from preparation and review.1 No suitable facilitator
The team needs someone to design and lead the sessions.2

How many people or groups must contribute and align?

Include leadership, functions, locations, business units and external stakeholders that can affect the decision.

Up to five people in one group
A small, connected decision team.0 Six to twelve people or two to three groups
Coordination and synthesis will matter.1 Thirteen or more, several sites or competing groups
The programme has material stakeholder complexity.2

What kind of business change is involved?

Higher-stakes change usually needs more evidence, facilitation and decision management.

Clarification or routine planning
The direction is broadly stable.0 A new offer or repositioning
Important commercial choices must be made.1 Merger, major rebrand, turnaround or reputation risk
The decision has wide organisational consequences.2

When must the strategy be ready to use?

A fixed board, investment, launch or integration date changes the delivery risk.

Flexible or more than 16 weeks away
The team can work at a considered internal pace.0 A fixed date in 10–16 weeks
Momentum and decision discipline are important.1 A fixed date in less than 10 weeks
Delivery needs active programme leadership.2

How aligned are the important people today?

Choose based on the decisions that matter, not whether working relationships are generally positive.

Broad agreement
There are normal questions but no material conflict.0 Important unknowns or different assumptions
Independent input and synthesis will help.1 Active conflict or political sensitivity
Neutral facilitation and decision governance are needed.2

What usable evidence already exists?

Think about customer, commercial, employee, sales, market and delivery evidence.

Relevant evidence is organised and available
The team can start with more than internal opinion.0 Evidence exists but is scattered or incomplete
It needs review and interpretation.1 Evidence is absent, disputed or requires research
The programme must establish what can be believed.2

Who is expected to lead implementation and adoption?

Strategy only creates value when people can explain it, apply it and change work.

The internal team will lead implementation
Owners and capacity already exist.0 The team needs periodic guidance
They can deliver with expert review and momentum.1 Kris Wood is expected to lead the programme personally
The requirement is delivery, not occasional advice.2

0/16 support needRecommended route