Anglo-Saxon school frameworks applied to the Hispanic context. Return on capital, EBITDA and explicit trade-offs, not eighty-slide plans.
A strategy that cannot be stated as a sequence of decisions with explicit consequences is not a strategy: it is a budget with adjectives.
This Boardcraft application works with the analytical discipline of the Anglo-Saxon school — where the company competes, where it stops competing, what it gives up and what return it demands from each unit of capital — and applies it to the real context of the Spanish-speaking company.
A context where shareholder, board and management are frequently the same conversation.
When I get called
The strategic plan exists as a presentation, but no one on the board can name the three decisions it contains.
The company is growing in revenue but not in return on capital employed.
An investor or a fund is pushing a value thesis that management doesn't share and the board hasn't arbitrated.
What I deliver
A map of strategic decisions for the next thirty-six months
A quantified trade-off analysis
A value-creation scorecard with levers, owners, expected return on capital and EBITDA
How it is measured
Return on capital employed against the prior year's baseline
Number of active initiatives before and after
Degree of agreement between board and management on the year's three priorities
Strategy is not a plan. It is a sequence of decisions.
Comparison table
| 01Decision Architecture | 02Strategy & Value Creation | 03Governance & Succession | |
|---|---|---|---|
| Question it answers | How does this board decide? | Where and how do we create value? | What will happen when I'm no longer here? |
| Counterpart | Chair and board | Board, management and investor | Ownership and family |
| Horizon | Quarterly and annual | Thirty-six months | Generational |
| Central deliverable | Value Creation Plan and decision cadence | Decision map and quantified trade-offs | Family protocol and transition plan |
| Primary indicator | Decisions closed with an owner and deadline | Return on capital employed | Signed rules and a board with independents |
Board Diagnostic
What is your board deciding this week?
The Board Diagnostic is a structured conversation about a specific decision your board has open. It is not a proposal of services.
Every request is reviewed personally by JVI.