The problem this service answers
A decision has to be taken at the next committee and the material available is a set of internal opinions, a supplier presentation and a report written for another purpose two years ago.
Committees rarely fail for lack of intelligence. They fail because the material in front of them mixes established fact, plausible inference and internal preference in a single document, with no way to tell which is which. A decision taken on that basis cannot be revisited rationally when circumstances change, because nobody knows which assumption gave way.
A decision support report is therefore built backwards from the decision. It asks what has to be established for the arbitration to be possible, collects that specific material, presents the options with the conditions attached to each, and states the uncertainties instead of absorbing them into a confident recommendation.
What the assignment covers
We start from the decision and its calendar: what exactly is being arbitrated, by whom, on what date, and what alternatives are genuinely on the table. Reports that begin from a subject rather than from a decision tend to be exhaustive and unusable; the constraint of a real arbitration is what makes the document short and pointed.
The material is then collected specifically for that question, drawing on whichever of our assignments is relevant: market structure, competitive position, partner verification, procurement calendars, capital movements or economic exposure. Existing internal material you provide is integrated and its origin is identified, so the report does not confuse your assumptions with observed findings.
The report sets out the question, the method, the material, the options and their conditions of success, the risks and the uncertainties, followed by the indicators that would confirm or invalidate the reasoning later. Where our reading points in a direction, it is presented as a reading, clearly separated from the evidence supporting it.
How we work on it
- We define the decision, the decision makers, the date and the real alternatives.
- We establish what has to be known for the arbitration to be possible.
- Material is collected specifically for that question from selected sources.
- Internal material you provide is integrated with its origin identified.
- Options are built with their conditions, risks and reversibility stated.
- The report separates observed fact, inference and our own reading.
- A working session presents the report and answers the committee questions.
Where the information comes from
Sources are selected with you at the start of the assignment and reviewed as the subject evolves.
- Findings from the intelligence assignments relevant to the question.
- Corporate registries, filings and public financial material.
- Institutional, regulatory and sector publications.
- Public procurement, contract and award records where relevant.
- Internal material provided by you, identified as such in the report.
Possible deliverables
The format is chosen with you. A single assignment can combine several of them.
- A structured report built around the decision to be taken.
- A summary written for readers who will not read the full document.
- Options presented with their conditions, risks and reversibility.
- An explicit statement of uncertainties and missing elements.
- Indicators to monitor that would confirm or invalidate the reasoning.
Who this service is designed for
What this service does not promise
The report organises the available material and makes the arbitration possible. It does not take the decision, it cannot remove the uncertainty inherent in it, and no report can assure the result of the option you retain.
How to start
Describe the decision, the date of the committee and the options on the table. We come back with what can realistically be established before then.