Six things turn a company that trades into one that scales.
An hour to read. Five templates you can copy today. And the AI install pack that carries them.
Most business books are one idea stretched over sixty thousand words, and most people do not finish them. This one is about an hour, because there is a system in it and a system is no use in pieces.
You get the files straight away, and a slot with Matt if you want one. Bring your questions about the book, the templates or the AI training.
the pack and an hour with Matt
Nobody designed how your company runs.
There is always something more urgent than a conversation about how you work, so that conversation always loses. The way of working becomes whatever survived. Not the best version. The version nobody got round to changing.
Which is why asking a leadership team what is wrong with how they run produces such careful answers. They are not defending it. They have never thought of it as theirs.
A people problem is heavy. It implies hiring, or personalities, or a culture that needs years of work. A design problem is different. You can change a design on any day of any week.
What you will install
Most of it will feel obvious as you read it, which is good. The difficulty is never understanding these six things. It is that installing them means changing meetings that already exist and habits that already work well enough. The last part of the book is about that.
Five documents, and the problem each one ends
Everything the book describes exists as a document you can copy. One example software company runs through all five, so you can see the strategy become measures, the measures become goals, the goals become a week, and the week become a record.
Eight sections of thinking, and the one page it compresses into.
One team goal, tagged to a choice, with resourcing, weekly confidence, the decision, the tests and the ending.
The brief, open submission, distributed voting and a veto, then drafting.
Company gate, individual measures inside the accountability radius, health gates from your non-negotiables.
Instructions plus knowledge files for Claude, ChatGPT or Copilot. Two minutes to install, and then the AI reviews your goals against a method rather than against the internet average.
Eight sections of thinking compress into this. Not a summary of a longer document: the page is the thing itself, because a strategy people cannot recall is not operating on anything.
The crux, named. A choice with no named difficulty is a wish with a market in it. And notice the tags: C1, C2, C3. Every measure, goal, experiment and bonus weight downstream carries one, which is the only reason anybody can ask what are we doing about C2 and get a whole answer.
Yellow cells are inputs. Everything else calculates. Every section names where it comes from in the strategy, because nothing in here should be arbitrary.
Why it is £100, and not free or thousands
Ten years of strategy, operating systems, goal frameworks, change management and culture building, ready to learn from, compare with what you have today, and use. All of it battle tested in engagements that increased growth through better use of people, time and opportunity.
Free things get downloaded. They do not get installed.
This is worth more than a hundred pounds. The templates were built inside engagements that cost a great deal more, and if you bought the thinking behind the first one as consulting you would spend more than a thousand. We know what that looks like on a page like this.
So here is the reasoning, plainly. Some companies will read this and install it themselves, and they should. Some will read it and want us in the room. Either is a good outcome. What is not a good outcome is a thousand downloads and nobody doing the work, which is what free produces every time.
A hundred pounds is the smallest number that makes somebody open the file. It is friction, and it is the healthy kind.
Extracts from the book
Chapter seven asks you to name what comes off somebody’s plate to make room for a goal. This is the resourcing block from the template, filled in.
The last column is the one everybody skips, and it is the one that means anything. If nothing is coming off, nothing has been decided.
Live accounts past day 14 without first value, checked weekly. Above twelve and the programme is stalling. The lag between this and the retention number is about eleven weeks. We need to know in week two, not in the quarterly review.
Every company has one of these available, and most have never written it down.
Somebody points out that customer support matters too, and then finance, and then recruitment. Within a cycle, everything the company does has a goal attached, and none of them means anything.
Goals are for the work that changes the company. Everything that keeps it running belongs in the health measures.
Every week, every goal gets one of: continue, change, or stop. Written down, with one line of why. Confidence falling for three weeks running forces a decision rather than another update.
Confidence is never used against the person who reported it. Break that rule and you will get the number you want to hear for the rest of the year.
You can do this without us
We mean it, so it is on the last page of the book as well. Everything in it is complete. The six are all here, the templates come with it, and the reasoning is explained rather than hinted at. A capable leadership team with time and commitment can install this on their own, and some should.
What we sell is different: getting your team onboard and excited, installing it faster, challenging you where it matters, spotting the gotchas, and being the accountability partner you cannot be for yourself.
If that is worth buying, we are one conversation away, and we will tell you straight if you do not need us.
The obvious ones
Why does it cost anything at all?+
Because free things get downloaded, not installed. We would rather sell a hundred copies that get used than give away a thousand that sit in a folder. A hundred pounds is small enough to decide in a minute and large enough that somebody opens the file.
Can we install this without you?+
Yes, and some companies should. Everything is here: the six things, the reasoning, the templates and the pack. What we sell separately is speed, challenge and someone who has watched this go wrong before.
Do we have to use OKRs?+
No. It works with goals, rocks, KPIs or nothing formal. The six things are the system. OKRs are one way to wear it.
How long is the book?+
About an hour. Thirteen short chapters in three parts. It is short on purpose, because a system is no use in pieces and most business books do not get finished.
What if we read it and want help?+
Then we will have a conversation, and we will tell you straight if you do not need us. The hundred pounds comes off the first engagement.
Write the page. Cancel the meeting.
The book, the five templates, the AI install pack and a conversation with Matt, for a hundred pounds. Read it in an hour, and you will know by the end whether you need us.