Skip to content
Intro meeting

Seven stages close the circle around the client

and after Evolve the cycle starts again, one level up

Seven colours of the mark — seven stages of one stroke. The circle stays open: there is always room for the next loop.

  1. Discover

    Business diagnostic and the real pain points

    Ends in: Validated problem and baseline

  2. Design

    Strategy and solution architecture

    Ends in: Strategy, target state and approved value case

  3. Build

    Software, hardware and AI development

    Ends in: Tested product or capability

  4. Integrate

    Embedding into live processes and systems

    Ends in: Adoption in real processes and systems

  5. Run

    Operations and support, not just a hand-over

    Ends in: Stable operations and clear ownership

  6. Assure

    Audit, quality and risk control

    Ends in: Quality, control and risk evaluation — run with appropriate independence from the delivery team

  7. Evolve

    Measured result and the next loop of growth

    Ends in: Outcome review and the next improvement cycle

Stages are modular: an engagement enters at the stage that fits its scope and runs only the stages it needs. ENSO’s accountability covers the scope agreed in the contract.

Across every stage

Decision gates
a go / no-go at the end of each stage
Value tracking
baseline, owner and metric carried through every stage
Knowledge transfer
client ownership grows as the cycle advances

Every engagement is anchored to one board-level metric and the metric tree beneath it

measured, not assumed

The metric tree · example measures

Financial
ROE · margin · cost-to-serve · revenue per customer · cycle time
Customer
NPS · conversion · retention · time-to-market
Organisation
OHI · time-to-decision · share of work owned by your team · skills and routines that stay
Systems
reliability · delivery speed · reusable components · technical debt

We do not deliver activity. We deliver a measured change in the metric the board chose — and systems and teams that keep improving it after we leave.

Illustrative.

Baseline, owner and metric are agreed before work starts

and part of the fee is tied to the validated result

How we measure

  1. Baseline

    Current performance, metric definitions, data sources

  2. Target

    Outcome, timing, attribution assumptions

  3. Owner

    A named business owner on the client side

  4. Review

    Actuals, variances and corrective actions on a fixed rhythm

  5. Validated outcome

    Result confirmed against the baseline by the agreed method

How we charge

Focused diagnostic or strategy engagement
fixed scope · fixed deliverables · fixed fee
Transformation or delivery programme
milestones and workstreams · fees tied to phases and deliverables
Ongoing advisory or operating support
defined service obligations · review rhythm
Outcome-linked element
part of the fee tied to validated business impact — never the whole fee

Let’s identify the first business priority worth solving.

One conversation is enough to decide on the first step.

Intro meeting