MANAGEMENT CONSULTANCY · SSIC 70209
Clear direction. Sound governance. Effective execution.
To help businesses establish clear direction, strengthen governance and improve operational effectiveness.
Registered primary activity: MANAGEMENT CONSULTANCY SERVICES N.E.C. (70209)
01 / AREAS OF WORK
Five areas of work
Each area sets out who it suits, the issues it is intended to address, the scope, the outputs that may be agreed in a contract, what to prepare and who is responsible for what. Value is described as an expectation, not a guaranteed result.
01Strategy & business planning
Suitable for
Owners, boards and leadership teams of operating businesses that need a shared direction — for example after a period of growth, a change in ownership or a new market opportunity.
Typical need
Objectives are unclear or not shared; plans are not linked to resources; priorities compete without a basis for choice.
Intended scope
Review of the business model and position; definition of objectives and priorities; a business plan and roadmap aligned with available resources.
Possible deliverables
Strategic review summary; objectives and priorities framework; business plan or roadmap with key assumptions.
What the client prepares
Current plans or budgets, recent management reports, a short description of the business model and the main decisions management is facing.
The company's role
Structure the review, test assumptions with management, prepare the agreed documents and explain the basis of each recommendation.
The client's role
Provide information and access to decision-makers, confirm objectives, and take the strategic decisions.
How to begin
Describe the decision or planning question in a short introduction. A scoping conversation then agrees which parts of the business, which period and which documents are in scope.
Expected value
A shared direction that management can act on and review against.
A family-owned distributor has grown across several product lines without a written plan. The agreed output could be a review of where margin and management effort are concentrated, followed by a priorities framework with the assumptions behind it.
Hypothetical situation for explanation only — not a client, project or result of the company.
02Organisation & accountability
Suitable for
Businesses whose structure has not kept pace with growth, or where owners and managers want decision rights written down — including owner-managed companies preparing to delegate.
Typical need
Roles overlap or leave gaps; decisions escalate unnecessarily or are taken without authority; growth has outpaced the structure.
Intended scope
Review of organisational structure; definition of roles, responsibilities and decision rights; design of a delegation-of-authority framework.
Possible deliverables
Organisation structure options; responsibility matrix; delegation-of-authority framework.
What the client prepares
The current organisation chart, any role descriptions, existing approval limits or delegation documents, and examples of decisions that caused delay or confusion.
The company's role
Analyse the current structure, propose options with their trade-offs, and draft the responsibility matrix and delegation framework for the client's decision.
The client's role
Make people available for interviews, choose between options, and formally adopt and communicate the chosen structure.
How to begin
Indicate the parts of the organisation concerned and the main symptoms. Scoping confirms the units, management levels and documents to be reviewed.
Expected value
Clearer ownership of decisions and fewer gaps between responsibilities.
In an owner-managed company, most approvals still reach the owner. An agreed output might be a delegation table setting approval limits by type of decision, with a short guide for managers.
Hypothetical situation for explanation only — not a client, project or result of the company.
03Operating processes & internal control
Suitable for
Businesses where key processes depend on individuals or approvals vary, and owners who want proportionate controls before expanding or bringing in new shareholders.
Typical need
Key processes depend on individuals; approvals are inconsistent; risks surface only when problems arise.
Intended scope
Mapping of core management processes; identification of control points and process risks; recommendations for proportionate controls.
Possible deliverables
Process maps; control matrix; prioritised improvement recommendations.
What the client prepares
A description or examples of the processes in scope (for example purchasing, sales to cash collection, or inventory), current approval practice and any known issues.
The company's role
Map the agreed processes, identify control points and risks, and recommend controls proportionate to the size of the business. This is not a statutory audit or assurance engagement.
The client's role
Provide process owners' time and documents, decide which recommendations to implement, and remain responsible for operating the controls.
How to begin
Name the processes of concern. Scoping limits the work to a defined set of processes and locations.
Expected value
More consistent operations and earlier visibility of risks.
A trading company finds recurring stock discrepancies. An agreed output could be a map of purchasing and stock movements, a control matrix showing who approves and who checks, and a prioritised list of improvements.
Hypothetical situation for explanation only — not a client, project or result of the company.
04Objectives, indicators & management reporting
Suitable for
Leadership teams that discuss performance without shared measures, or whose reports arrive late or are not used in decisions.
Typical need
Performance is discussed without shared measures; reports are late, inconsistent or not used in decisions.
Intended scope
Translating objectives into indicators; defining ownership and data sources; designing a management reporting cycle.
Possible deliverables
Indicator framework with definitions; management report templates; reporting calendar.
What the client prepares
Current objectives or budget, existing reports and where their data comes from, and the decisions the reports should support.
The company's role
Translate agreed objectives into a limited set of defined indicators, and propose report formats and a reporting calendar.
The client's role
Confirm the indicators, nominate an owner for each, make the underlying data available and use the reports in management meetings.
How to begin
Share an example of a current report and the decisions it should support. Scoping agrees the level — company, unit or both — and the number of indicators.
Expected value
Decisions grounded in timely, consistent information.
A services business keeps many separate spreadsheets but has no monthly overview. An agreed output might be a one-page monthly management report with defined indicators, owners and data sources.
Hypothetical situation for explanation only — not a client, project or result of the company.
05Implementation support & review
Suitable for
Businesses that have agreed a plan and want structured follow-up and an objective review of results.
Typical need
Plans are agreed but progress is not tracked; issues are found late; lessons are not captured.
Intended scope
Periodic progress reviews within the agreed scope; identification of issues and adjustments; post-implementation assessment.
Possible deliverables
Progress review notes; issue and action log; results assessment report.
What the client prepares
The plan or decisions being implemented, responsibilities and milestones, and any progress information already collected.
The company's role
Conduct periodic reviews within the agreed scope, record issues and agreed actions, and prepare a results assessment.
The client's role
Remain responsible for implementation, provide progress information on time and decide on adjustments.
How to begin
Describe the plan and the period over which follow-up is wanted. Scoping agrees how often reviews take place and the format of review notes.
Expected value
Better follow-through and a clear record of what worked and what needs adjustment.
After adopting a new reporting cycle, a company wants a check after two quarters. An agreed output could be review notes for each cycle and a short assessment of what is working and what needs adjustment.
Hypothetical situation for explanation only — not a client, project or result of the company.
Singapore location imagery only — not AGRIGOOD property, holdings, offices, clients or completed projects. Businesses pictured are not implied partners.
02 / DEFINING THE SCOPE
From a first question to an agreed scope
- 01
Short introduction
Who you are, the situation, the question and the outcome you are seeking — without confidential information.
- 02
Scoping conversation
Objectives, boundaries, the information available, the people involved and any constraints are discussed.
- 03
Written scope for agreement
Objectives, deliverables, each party's responsibilities, timetable, fees and confidentiality are set out for review.
- 04
Signed agreement
Work begins only when both parties have agreed and signed the written terms.
The website does not publish fees, durations or staffing. These depend on the agreed scope and are stated only in the written terms of each engagement.
03 / RESPONSIBILITIES
Who does what, in every engagement
The specific division of work is agreed for each engagement. The principles below apply across all five areas.
The company
- Works within the agreed scope and states its assumptions.
- Bases findings on the information provided and explains their basis.
- Delivers the agreed outputs and reports candidly on limitations.
- Uses information only for the agreed purpose and keeps it confidential.
- Discloses any relationship that could affect its judgement.
The client
- Confirms objectives and nominates a responsible contact person.
- Provides complete and accurate information and access to relevant people.
- Takes management decisions and decides which recommendations to adopt.
- Remains responsible for implementation and day-to-day operations.
- Engages licensed professionals for legal, tax, audit or regulated financial matters.
04 / WORKING PROCESS
How an engagement runs
- 01
Receive the need
An initial conversation to understand context, objectives and constraints.
- 02
Define the scope
Objectives, deliverables, responsibilities and terms agreed in writing.
- 03
Assess the current state
Review of documents, processes and information made available, with relevant people.
- 04
Propose solutions
Findings and practical options presented with their implications.
- 05
Support implementation
Where agreed, support as chosen solutions are put into practice.
- 06
Review results
Outcomes assessed against agreed objectives, with recommended adjustments.
Every engagement is governed by a written agreement setting out objectives, scope, deliverables, each party's responsibilities, timetable, fees and confidentiality.
Scope boundaries
Our consultancy concerns management matters. It does not include legal advice, statutory audit or assurance, tax advice, or regulated financial or investment advice. Where such expertise is needed, the client should engage appropriately qualified and licensed professionals.
The areas above describe intended scope. They are not a statement of completed engagements, existing clients or team size. Illustrative examples are hypothetical.
Discuss a management question.
For companies looking to clarify strategy, strengthen organisation and controls, or improve performance management.