Innovation Ecosystem Audit
An unbiased, board-ready assessment of your innovation system across strategy, governance, processes, culture, and leadership. Finishes with a prioritised intervention roadmap.
6–10 weeks
Consulting
Senior consulting to build your growth system.
Every OUTCOME engagement is partner-led, grounded in the methodology our founders wrote, and designed so your team is running the system after we leave. We’ve worked with Roche, ING, John Deere, Bayer, Allianz, Jaguar Land Rover, DNV and Telkom Indonesia.
Selected engagements
How we work
Three phases, one operating system.
Every engagement is sized to the problem you bring, but the shape stays consistent: diagnose where growth is stuck, design the system that fixes it, and deploy it so leadership owns it after we leave.
PHASE01Diagnose
Get an unbiased view of where you stand.
A structured audit of your innovation strategy, governance, processes, culture, and leadership. The deliverable is a board-ready assessment of the system’s strengths and weaknesses, with a prioritised roadmap of the highest-leverage interventions.
PHASE02Design
Co-create the system that turns strategy into bets.
We work with the C-suite and innovation leadership to define the innovation thesis, growth options, governance frameworks, and innovation accounting model. The deliverable is an executable system — not a strategy slide.
PHASE03Deploy
Embed the system. Build the capability. Hand over.
Coach senior leaders, accelerate teams, build culture, and stand up SATORI so the operating system runs after we leave. Capability transfer is the goal — not consultant dependency.
Engagement areas
Six ways we work with you.
Every engagement is partner-led and grounded in the methodology from The Corporate Startup, Innovation Accounting and Building a Culture of Innovation. Start with one, or combine several across phases.
Innovation Strategy Development
Co-create the innovation thesis, growth options, and the metrics framework that turns strategy into a portfolio of executable bets your CFO will recognise.
10–16 weeks
Building a Culture of Innovation
Embed sustainable culture across leadership and teams using the framework from Cris Beswick’s award-winning book. Includes diagnostic, roadmap, and leadership behaviours.
4–12 months
Leading for Innovation
1:1 and team coaching for senior leaders on the behaviours, decisions, and accountability models that make innovation work as a system — not as a programme.
6–12 months
Acceleration & Workforce Development
Coach the teams running early-stage ideas and develop the HR capabilities to recruit, retain, and grow the people who can innovate at enterprise scale.
3–9 months
Organisation-Wide Transformation
The most comprehensive engagement: design and deploy the full innovation operating system across the enterprise. Diagnose, design, deploy, and SATORI — one engagement.
12–36 months
Selected work
The system, in production.
A few engagements that show what the system looks like once it’s actually running — across banking, pharma, automotive, energy, and telecoms.
ING
Innovation Ecosystem Audit · Maturity“Working with Outcome gave us game-changing insight into how to make data-driven decisions about innovation strategy and culture, enabling us to continuously increase our innovation maturity.”
Lieven Haesaert · Global Lead, Innovation Transformation & ManagementRoche
Innovation Strategy · Process improvement“We got a very pragmatic and actionable strategy — and we were able to engage the organisation at large in the process, getting the much needed traction for implementation.”
Eva McLellan · General ManagerTelkom Indonesia
Innovation System & Maturity Audit“We completely removed the guesswork from our innovation system improvement roadmap. We now have an unbiased view of where we are and exactly what we need to do.”
Prasetyo Raharjo · CEO, Digital AmoebaDNV
Company-Wide Transformation“OUTCOME helped us transform from a classification society into an integrated innovation ecosystem — a complete rethink of how we deliver and measure growth.”
DNV senior leadershipBayer
Innovation Strategy · Team Acceleration“A clear thesis, a portfolio that the board could actually read, and teams who knew how to move ideas forward. That’s what we needed.”
Bayer innovation leadershipJaguar Land Rover
HR Capability Development“OUTCOME helped us build the HR capability our innovation strategy required — the people side of the system, which is almost always under-invested in.”
JLR innovation HR leadWhy OUTCOME, not a big-four consultancy
Three things that change the engagement.
Partner-led, not pyramided.
Every engagement is led by a named partner. You don’t get pitched by a partner and delivered by associates with a monthly partner check-in. You get the people whose names are on the books.
Capability transfer, not consultant dependency.
Every engagement is scoped so your team owns the system after we leave. We don’t design retainer-creep into the work. The exit is in the plan from day one.
Methodology + software, not just slides.
Every framework we use is in our books. The software (SATORI) lets your team run the system without rebuilding it. Most consultancies leave you a deck — we leave you a running operating model.
What to expect
From discovery call to engagement in three weeks.
Our typical scoping process. The shape is consistent regardless of engagement size; the timing flexes to your urgency.
1
Discovery call
A 60-minute conversation with a partner. No deck, no pitch. We map where your growth system is stuck.
Day 12
Working session
A half-day session with your core leadership team. We use it to scope the right entry point and define success.
Week 13
Proposal
A short, specific proposal: outcomes, scope, partner involvement, timeline, and price. No 80-slide pitch decks.
Week 2–34
Kick-off
Engagement begins, led by a named partner. First milestone scheduled within four weeks of kick-off.
Week 45
Hand-over
The engagement ends with capability and ownership in your team’s hands. We stay on as a quarterly partner if helpful.
End of engagementMost organisations don’t fail at innovation because of bad ideas. They fail because nobody designed a system for what to do with them. Building that system is what we do.
CB
Cris BeswickAuthor Building a Culture of Innovation · Co-founder OUTCOME