How Decision Review works

We start with the proposed commitment, its expected result, and the existing case for approving it. Then we test the assumptions, the realistic alternatives, and the practical work needed to realize the benefit.

The review concentrates on questions that could change the action, terms, timing, or acceptable downside. It does not automatically recommend another study or pilot.

What Decision Review examines

  • Evidence and assumptionsWhat the records establish, what is estimated, and which unresolved assumptions could change the choice.
  • AlternativesOther ways to achieve the result, including a smaller commitment, delay, or continuing with the present approach.
  • Required workWhat must start, change, continue, or stop, and who is accountable for it.
  • Operating feasibilityWhether those owners have the authority, capability, information, funding, and time required; how handoffs, approvals, dependencies, and competing demands affect the plan.
  • Economics and downsideSupported benefits and costs, transition and ongoing support, the cost of waiting, and what it would take to exit.
  • The challenge to our answerContrary evidence, material objections, and what could make another option the better choice.

We distinguish measured savings from estimates and released employee time from cash savings. When a critical specialist claim cannot be verified from the available records, we identify what the company's qualified people need to establish.

Your other options

Use the reviews already completed

Finance, technical, procurement, and management reviews may already be sufficient.

The limit: separate approvals do not always establish that the expected business result is achievable as a whole.

Ask your team or an adviser

Your operations team, PMO, finance staff, or existing adviser may be able to challenge the proposal.

The limit: another cross-functional review takes their time, and the people closest to the proposal may share its assumptions.

Run a pilot

A bounded pilot can provide evidence when a critical assumption needs new observations.

The limit: pilots cost time and money, and a small demonstration may not establish the results of a full rollout.

Commit and manage the remaining risk

Proceeding may be right when the evidence is sufficient and waiting has a cost.

The limit: unresolved assumptions may become expensive to correct after a contract is signed.

What ES adds: a review that connects the business case, the operating work, and the alternatives, rather than repeating every review your people have already done.

An illustrative example

Illustrative example. All company details, figures, and dates are fictional, not a client submission or result.

Should we approve a $225,000 order-processing system?

The initial request

We're a 500-person distributor considering a $225,000 order-processing system. The vendor forecasts $140,000 in annual savings, but finance hasn't confirmed how much spending would actually fall. We aren't planning staff reductions. The quote expires October 23, 2026, but our current system remains supported.

The initial assessment

Get specific evidence first

The purchase may be worthwhile. The request alone does not establish the savings, operating feasibility, or full financial commitment.

What could change the decision

Evidence supporting the benefits and required work could justify the purchase or a specific change in scope. The quote deadline is not the business case: establish the consequences of quote expiry rather than treating the date alone as a reason to sign.

Read the illustrative Decision Brief (PDF)

Your Decision Brief

The written Decision Brief puts the recommendation first, with enough supporting evidence to question it:

  • The recommendationThe commitment reviewed, the intended business result, and one of five clear findings.
  • The evidenceDecisive evidence, sources, assumptions, and uncertainties that could change the conclusion.
  • The alternativesSerious alternatives, supported economics, funding exposure, and what must happen operationally to produce the benefit.
  • The strongest objectionThe best case against our recommendation and the conditions that would change it.
  • The next actionThe responsible role and review point, plus the evidence cutoff, ES reviewer, and scope limits.

ES is responsible for its recommendation. The authorized decision owner retains the final business decision.

Start with one decision

Bring one consequential decision: what you propose to approve, what it should accomplish, and when you need to decide. You do not need to commission a new business case just to make the request.

  1. Send a short requestDescribe the decision at a high level. No confidential records are needed.
  2. Confirm fit, scope, and safeguardsWe agree on the decision, fee, timing, and confidentiality arrangements, including a mutual NDA and engagement terms, before sensitive records are exchanged.
  3. Provide the agreed recordsApproved clients use a restricted private intake process. External AI processing of confidential information requires separate, explicit written authorization.

Get started Download the handout (PDF)