KEI&S

What you receive

Documents, systems and routines you keep.

Every deliverable has a job in daily work. If nobody will use it, we don't produce it.

By stage

  1. Stage Fix

    Fix

    • The working fix
    • A short change record: what was wrong, what changed, how to use it
    • A note of any wider issues we saw, with no obligation

  2. Stage Diagnose

    Diagnose

    • Diagnostic Report
    • Operating Model Scorecard (30 cells, 0–4)
    • Current-state process maps
    • Prioritised roadmap
    • Leadership read-out

  3. Stage Design

    Design

    • Future-state process maps
    • Roles and responsibilities (RACI)
    • Decision-rights and approval matrix
    • Business Rules Register and controls
    • KPI Framework and management rhythm
    • System requirements and technology architecture

  4. Stage Build

    Build

    • Client Operating Manual
    • SOP library
    • Configured and connected systems
    • Dashboards
    • Trained team
    • Go-live and adoption report

  5. Stage Improve

    Improve

    • Quarterly Operating Model Scorecard
    • Review pack
    • Improvement backlog
    • Updated Operating Manual

  6. Stage Learn

    Learn

    • Curriculum across six schools
    • Teaching cases
    • Tools and templates

The Client Operating Manual

The flagship deliverable from Build: one practical reference for how your business is supposed to run.

Kept short, stored where your team works, and updated whenever a process changes.

  1. Part 1

    The business

    • Business overview
    • Operating model on the Grid
    • Organisation and roles

  2. Part 2

    How work runs

    • Core process maps
    • Standard operating procedures
    • Business rules
    • Policies

  3. Part 3

    How it is controlled

    • Decision rights and approval limits
    • Key controls
    • Escalation procedures

  4. Part 4

    What runs it

    • Systems and integrations
    • Where each record lives
    • User guides

  5. Part 5

    How it is reviewed

    • KPIs and definitions
    • Dashboards
    • Management meetings and reporting calendar
    • Continuous improvement and review calendar

The Monday after KEI&S leaves

What should still be true, without us in the room.

  • Everyone knows what they own

    Named owners for every function, with written decision rights.

  • Work follows a written process

    SOPs for the work that repeats, kept where people can find them.

  • Approvals don't wait for the founder

    Limits and delegates are clear, so decisions happen without you.

  • The numbers arrive on their own

    Dashboards update from the systems, not from someone's weekend.

  • The week has a rhythm

    Standing reviews with an agenda, the right numbers and recorded actions.

  • Change is managed

    When something changes, the Manual and the process change with it.

How you know it worked

All 30 Operating Grid cells are scored 0–4 before and after, so improvement is measured, not asserted. The KPIs agreed in Design are tracked on your dashboards.

  1. 0AbsentNobody owns it and nothing is defined.
  2. 1Person-dependentIt works because a specific person holds it in their head.
  3. 2DefinedIt is written down and people know what to do.
  4. 3SystemisedIt runs through tools, with records, not memory.
  5. 4MeasuredIt is reviewed on a rhythm and improved from the numbers.

Next step

Start with what is actually happening.

Tell us what is happening in your business. We will help identify the appropriate next step.

Start With Your ProblemTake the Business Diagnostic
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