The WithNova method
Connect the strategic decision, the people doing the work and the evidence of progress. The result is a business improvement you can put into practice, measure and refine.
One connected engagement
The depth of the work follows the decision. A clear request can move through focused scoping. A difficult business problem needs a stronger diagnosis before implementation.
Examine the business evidence, customer experience, team capability and operating conditions. Use the Operating Lens and relevant MMM measures to test the suspected constraint.
You receiveA baseline, the priority constraint and the evidence still needed.
Decide which customers and opportunities to pursue, how to win their business and what must change to deliver profitably. Agree priorities, economics and measures of success.
You receiveA decision, an implementation scope, a fee and named owners.
Connect the required commercial, financial and operating work. Develop the people, workflows and AI systems together. Use practice, simulations and coaching to turn knowledge into capability.
You receiveThe agreed working deliverables, acceptance checks and an equipped operating owner.
Review performance, customer and employee feedback, costs and adoption. Resolve the immediate issue, investigate recurring causes and adjust the intervention.
You receiveA scorecard, a review rhythm and a record of the next corrective action.
EIGEN · Enterprise Impact & Growth Engine
EIGEN connects measurement to action throughout an engagement or programme. Agree the data, review frequency and responsible people around the business need.
A customer signal, missed handover or operating exception reaches an accountable person. Record the response and check whether it resolved the problem.
Look across repeated signals. Change the process, capability or intervention causing the pattern, then measure again. Keep the evidence behind each decision.
Where the engagement calls for it, bring business viability assessments, financial and operating records, coach or mentor objectives and cohort reporting into the review. Organise the detailed business assessment around financial, market, execution and management realities.
MMM supplies relevant business measures; EIGEN connects the evidence to action and reassessment. The website’s six-question self-check remains an initial conversation starter.
Explore business & programme intelligence ↗The methods behind the work
We select the methods that fit the problem. You do not need to buy a separate programme for every framework below.
The Operating Lens frames the business problem. MMM connects measures of business assets across strategic, operational and tactical levels. This helps connect a board-level ambition with the operating conditions and daily actions affecting it.
Practical output: a prioritised constraint map and a baseline using measures appropriate to your business. The six-question website self-check is only a conversation starter.
Clarify the ambition, where to compete, how to win, and the capabilities and management systems needed. Test the assumptions behind those choices against customers, competition and economics.
Practical output: a coherent set of choices and the evidence needed before committing more resources.
Framework: A.G. Lafley and Roger Martin ↗Connect people, strategy, execution and cash. Translate the chosen direction into a small set of priorities, accountable owners and a meeting rhythm that addresses progress and obstacles.
Practical output: an operating plan the leadership team can use, with clear responsibilities and cash implications.
Framework: Scaling Up ↗Connect financial outcomes with customers, internal processes and the organisation’s capacity to perform. Link each strategic objective to measures, targets and improvement initiatives.
Practical output: a focused scorecard with defined measures, data sources, owners and review dates. This is a strategy and performance scorecard.
Framework: Balanced Scorecard Institute ↗Clarify the customer’s problem, the outcome they want and the role your business plays in helping them. Make the plan and next action easy to understand across the website, campaigns and sales conversation.
Practical output: a clear customer message and a buying journey to test with the intended audience.
Framework: Donald Miller’s Building a StoryBrand 2.0 ↗Develop the people expected to deliver the change: managing self, managing others and managing the business. Draw on Harvard ManageMentor, applied AI capability learning, simulations and expert coaching where relevant to the role.
Practical output: people who practise the decisions and workflows required in their work, with application and performance reviewed after learning.
An example of the work
Suppose suitable enquiries arrive, but quotations stall. The right intervention depends on what the evidence reveals.
Check response times, decision ownership, pricing effort, customer feedback and where the handover breaks down.
Where the diagnosis supports it, clarify the offer, assign an owner, simplify approval and use AI to assist preparation with human review.
Rehearse common and difficult cases. Give the operating owner clear standards, exceptions and escalation routes.
Compare turnaround, acceptance, rework, contribution and collected cash with the baseline. Adjust if speed improves but quality or margin deteriorates.
Example engagement. We agree the actual scope and measures after reviewing your business.
What we agree before delivery
One business problem.
An accountable team.
A practical next step.
We agree the outcome sought, diagnostic depth, deliverables, fee, delivery conditions and responsibilities. Your team helps define what useful performance looks like in practice.
Reviews check the change against the starting point and its full cost. A completed activity or a higher survey score is not automatically a commercial return.
Start with your situation ↗