Capabilities
Fugue practices three disciplines: strategic foresight, strategy design and organization design. An engagement begins with the situation your team is in, and that situation decides where the work starts and which methods it uses.
See what is coming
Make the future you want the probable one.
A leadership team builds the capacity to notice change at the edges of its market, to imagine and write the futures that change could produce, to test its strategy against each of them, and to place the bets that make the future it intends.
Strategic Foresight in fullSituations it answers
How the work runs
A steady operating rhythm moves a signal from the edge of the market to a decision.
People closest to customers and the market see change first. Continuous discovery gives what they see a shared place to meet.
Signal synthesis separates the differences that matter from noise and connects what different functions are seeing.
Assumption testing puts the beliefs the plan rests on against the evidence before money is spent.
The team writes two to four futures its market could produce and runs the strategy and its largest commitments through each one.
What the team learned reaches the room where capital is committed, the strategy is revised, and the rhythm runs again.
Methods
The diagnostic
Can we see signals of change?
Sensing Gap Diagnostic
Twenty-seven questions across seven capabilities and seven conditions, scoring how the organization observes, interprets, imagines futures, experiments and learns.
Take the diagnosticWhat the organization keeps
Workshops and keynotes
Client work
Make better bets
A strategy made of real choices, designed to be revised on purpose.
A leadership team decides where the organization will commit its people, money and attention when it cannot see the whole field, and coordinates those commitments so they advance a shared purpose. Fugue practices it as Applied Adaptive Strategy.
Strategy Design in fullSituations it answers
How the work runs
A strategy is designed in five linked spaces, from what the organization aims for to the system that keeps it in force.
What the organization is trying to achieve, stated clearly enough to choose against.
The markets, customers and offers the organization will pursue, and the ones it will leave alone.
The logic of advantage in each place, and the one challenge to take on first while other good ideas wait.
What the choices require, sorted into what the organization has, what it is extending and what it does not yet have.
The owners, measures and review rhythm that keep the strategy in force and revise it on purpose.
How the constraint is found
Every system has a constraint, and the work finds it first.
Methods
The diagnostic
Do we agree on the situation?
Strategy and Competitive Terrain
Environmental forces, competitive positions, the assumption inventory, blind spots and the value chain, mapped with the leadership team and tested against what the organization actually does.
What the organization keeps
Workshops and keynotes
Client work
Design the conditions
Design the organization around the decisions that run the business.
A leadership team designs the conditions in which strategy is made and remade: the roles, rhythms, rituals and constraints, the decision rights and the feedback that let people make consequential choices well together.
Organization Design in fullSituations it answers
How the work runs
Outcome-Owned Architecture rebuilds the organization around the outcomes it owes, with the decision as the unit of design.
Find where work waits between functions and where decisions queue before anything moves.
Decide who should own each one: a person, a team, or a system working inside a written policy.
Screen each proposed change for delivery, security, compliance and governance risk with PRISM before it is ranked.
Price each move by its value against its cost and risk with the Outcome Earned Economic Model, and sequence the moves.
Where a system or an AI agent decides, the team writes what it will not decide and when it hands up to a person. Outcome-Owned Architecture and the Outcome Earned Economic Model are the work of Jamie Bernard and William Haas Evans. PRISM was created by William Haas Evans.
Methods
The diagnostics
Can we deliver outcomes predictably?
Delivery Maturity Diagnostic
How the organization defines, plans, prioritizes, executes, measures, communicates and improves, scored against observable practice.
Where is risk hidden?
Portfolio and Program Risk (PRISM)
Nine dimensions across a delivery lens and a security, compliance and governance lens, where one weak dimension is a critical finding whatever the average says.
What the organization keeps
Workshops and keynotes
Client work
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