andreas  rieger
DEEN

Advisory

Six situations in which executives ask for an outside view.

I work with only a small number of organisations each year. What decides whether we work together is not the size of a project, but the quality of the question behind it. Each engagement is shaped around a decision in front of you, and carries no commercial interest in its outcome.Good advisory work seldom begins with recommendations. It begins with understanding which decision is actually being made. Organisations often arrive believing they need an answer to one question, and find, once the room grows quiet, that a different question weighs more. A good part of what follows is the patience to hold that second question open long enough for its shape to become clear.

  1. 01

    Executive Advisory

    The situation

    For chief executives, founders and managing directors who want a private, continuing counsel on the technology decisions that will shape the next chapter of their organisation.

    How the work is done

    A recurring conversation, held over months or years, that sits alongside the executive team without belonging to it. Its value lies in continuity, and in the fact that no other interest is present in the room.

  2. 02

    Technology Due Diligence

    The situation

    For investors, private equity partners and acquirers whose thesis rests, in part, on the technology inside the company they are considering.

    How the work is done

    An independent read of what is actually defensible, what is fragile, what will cost more than the deck suggests, and what the first hundred days after signing should contain.

  3. 03

    Independent Technology Reviews

    The situation

    For boards that want to know whether the story they are being told about the technology matches its real condition.

    How the work is done

    A structured review of architecture, delivery, roadmap, vendors and organisation. It ends with a small number of findings, written in language a board can act on, and defended in the room where the decision is made.

  4. 04

    AI Strategy

    The situation

    For executives who are asked, from every direction at once, to take a position on artificial intelligence.

    How the work is done

    An honest map of where AI is already useful in your organisation, where it is theatre, and which few capabilities will still matter in three years.

  5. 05

    Knowledge Systems

    The situation

    For leaders who suspect, rightly, that the advantage of their organisation lives in documents, decisions and experience that no one has yet made readable.

    How the work is done

    The design of the inner architecture of knowledge on which future automation will quietly rest. Less visible than a model. More consequential.

  6. 06

    Complex Commerce Decisions

    The situation

    For organisations replatforming, expanding internationally, entering B2B, or reconsidering their relationship with marketplaces and channels.

    How the work is done

    These questions are, above all, organisational. The technology follows. The work begins with the people who will live with the choice for the next five years.

Correspondence

If you are weighing a decision worth thinking about carefully, a short note is a good place to start.

Write to Andreas →