Services
Regulators, courts, communities, and civil society often settle as much of the outcome as demand and price. These programmes are for boards and leadership teams. Advice follows once it is clear what has changed.
A fixed engagement on one host-country, regulatory, or geopolitical problem the leadership team already has to decide. Four to six weeks. Fixed fee, set before work begins.
The work produces an assessment of the firm’s position in that place; a session with the people who must decide; and a short written note of what you expect to happen and what remains open.
Write to info@rockbarra.com with company and country in the subject line.
Retained or project advice for chief executives and boards on international expansion, host-country investment, and renewal. Typical triggers include stalled growth, hardened host politics, or an acquisition that has not delivered what was promised.
Two days with the leadership team, on site, hybrid, or remote, running one full pass of the Lawton Loop on the firm’s own business. Day One establishes where the firm actually is. In the morning the strategy is tested against what has changed in markets and in the politics and institutions around them. In the afternoon the focus turns inward: whether the organisation can still deliver what the strategy demands, who really decides, and where action is blocked or delayed. Day Two rebuilds: from business-model choices to the ninety-day moves each leader owns.
Two exercises sit at the centre of the days. Finbarr’s Threshold is a silent lunch: no phones, no talking, each leader alone with one question. Why do we keep doing what no longer makes sense? The lunch is reflection, the pause that lets Reassess begin. The Columbanus Challenge then asks what the team would do if it stopped playing safe.
For scale-ups facing a hard growth decision: three four-hour labs across a market quarter with a leadership group drawn from across the firm. The labs put the regulatory and competitive shifts ahead on the table and settle who decides what as the firm grows. The aim is a leadership group that can examine its own strategy each quarter without outside advisers in the room.
Custom programmes for senior cohorts in companies and family enterprises. With business schools and executive education providers, co-designed modules on nonmarket strategy, geopolitics, and strategic renewal, online or in person. The teaching draws on original research. The room works on decisions. It is not another slide pack.
