STEP 03 OF 05 · ALIGN THE BUSINESS
Align the business.
Allocate the capacity, don't just bank it.
STEP 3 takes the proven, evidence-backed workflow capability from STEP 2 and
uses it to align the whole leadership system: functions, strategy, risk, technology,
product, and who actually holds which decision rights.
This is where the capacity created in STEP 1 and STEP 2 gets allocated
deliberately across the business, rather than just banked.
ALLOCATION
Capacity gets a destination
The 10/10/10/10 model splits reclaimed capacity across retention, insourcing, new
risk work and cross-functional growth, each slice with a baseline, owner, measure
and £ hypothesis.
RISK PICTURE
One named, functional view of risk
A picture the CRO can consolidate into the enterprise register, with owners and a
review cadence attached, not a generic framework.
COMMITMENT
A route the CEO and ExCo actually commit to
Strategic assumptions get tested against evidence, execution gaps get named, and
the near-term route is something the room signs up to, not a slide deck.
OPERATING CONTRACT
A working contract for the executive team
Decision rights, incentives, dependencies and a 90-day rhythm the organisation
can actually be held to.
THE SESSIONS
STEP 3 runs as four sessions, each drawing on the evidence the last one
produced.
01 · FUNCTION
Allocate the capacity
8 hours plus a 4-hour session, with
synthesis between. A function vision, a
charter, 3–6 experiments, a 10/10/10/10
allocation, measures and a 13-week
roadmap.
02 · RISK
See the whole risk picture
A half-day session for the full executive
leadership team, followed by CRO
consolidation. A functional risk register,
response plan and named owners per CxO.
03 · STRATEGIC
Pressure-test the strategy
3 hours with the CEO/ExCo, evidence
prepared beforehand. Surfaces execution
gaps and lands on first choices, measures
and a near-term route.
04 · ENTERPRISE
Commit to the operating contract
One day, in person, CEO and full executive
team. A Machines, Minds and Mission
operating contract, decision rights and a
90-day rhythm.
10/10/10/10
How reclaimed capacity is
deliberately split: retention,
insourcing, new risk work, cross-
functional growth.
250+ hrs
Of session evidence across a full
seven-function CEO route, the
grounded view STEP 3 draws on.
WHAT IT DELIVERS
Operating contract
Decision rights, incentives, dependencies and
a 90-day accountability rhythm, in writing.
Tested strategy
Assumptions pressure-tested, execution
gaps surfaced, first choices and measures
agreed.
Named risk picture
A functional risk register and response plan
per CxO, consolidated into the enterprise
register.
Allocated capacity
A 10/10/10/10 split across retention,
insourcing, new risk work and growth, each
with a baseline, owner and £ hypothesis.
Collectively: the evidence gathered across STEP 1–3, potentially 250+ hours of
session records in a full seven-function CEO route, gives RISK, STRATEGIC and
ENTERPRISE a grounded view of how the organisation actually operates, not an
isolated diagnostic.