OXIME
PARTNERS
The work
The problem
Your strategy is sound. The intent is clear. Then the company starts to move, and something slips.
Decisions that used to be quick now crawl through layers of stakeholders. Teams read the same strategy differently. What worked in one market doesn’t translate to the next. The plan was never the problem: the problem is the gap between what you decided and what the company can deliver at scale.
That gap is an operating-model problem, not a strategy problem: the system of decision points, handoffs, ways of working that determines how a strategy reaches the customer. When it holds, good decisions keep getting made by people you will never be in the room with. When it doesn’t, you become the bottleneck.
Senior leaders at B2C brands under reinvention pressure. The pain usually shows up in marketing first. The CMO is often the first to feel it. The cause rarely stays there.
The strategy is clear, but it doesn’t translate.
Success in one market won’t scale to the others.
Decisions that used to be quick now crawl through layers.
Growth has outpaced the systems meant to support it.
What I build
Not a strategy you roll out. Not a framework you adopt. The operating model, the ways of working, the leadership system, built to keep running.
A clear read of how the company actually decides, where it slows, and the few levers that matter. You keep the diagnosis and the case to take to your board, including the parts of the problem that sit outside your own remit.
The pilots that test those levers, designed, run and read properly, so the next decision rests on what happened rather than on what everyone hoped would happen.
The operating model and the future state, drawn in enough detail to build from: decision points, handoffs, ways of working, who decides what.
The system installed and running, with the capability sitting inside the teams rather than with me.
Start with the diagnosis. Stop whenever you have what you need. Continue only if it says so.
Stop at any gate. Every stage stands on its own, and you continue only if the last one says so. The answer to consultants who never leave is built into the structure itself.
How the work is shaped
The shape follows the problem, not a sales ladder. What stays constant: the capability stays with you. If you still need me at the same intensity a year in, something has gone wrong.
Why now
Where the top performers put their effort. Not algorithms. Not technology.
BCG found that the companies getting real value from AI dedicate 10% of their effort to algorithms, 20% to data and technology, 70% to people, processes and cultural change. McKinsey’s global survey found more than 80% of companies were seeing no tangible impact on enterprise-level EBIT from generative AI at all. The tools were never the bottleneck. How your company works with them is. That 70% is the layer I build.
Where to start
That is the work. What it costs you to find out is the next question, and the answer is: less than you think. There are five ways in, and only two of them commit you to reading the whole system.