Investmentreadinessscan.
Can the organisation carry the growth plan?
Commissioned by an investor, or by the founders.
Commissioned by an investor considering a scale-up, or by founders preparing a round. The question is the same. Who commissions the scan and who receives the outcome is agreed in the intake, before we start.
A verdict on the executability of the growth plan.
In place.
The organisational conditions the plan relies on that are demonstrably there.
Missing.
The conditions that are not there yet, and what it takes to get them.
Dependencies.
The people, systems and decisions the execution hinges on, and where they can slow it down.
A one-page summary and a change portfolio.
The whole picture on one page, and what must happen first, what can wait and who owns it.
Seven worksheets are the way we investigate it.
Strategy, guiding principles, customers and services, processes and organisation, people and culture, IT, and the change portfolio, with the capability model that connects them. For a scale-up the weight is on strategy (a course, or only a product), processes and organisation (does it scale without the founders), people (leadership per layer), IT (foundation or legacy) and capabilities (what is missing for the next step).
A source does not make a finding a fact.
In the workspace, every AI proposal says whether it comes from your documents or from general knowledge, before anyone accepts it. In the report we keep three things apart: what the documents substantiate, what the team told us, and what remains an open question. A document can describe an ambition that does not exist yet in practice; we say so.
Open about the AI, the documents and the founders.
Full transparency, agreed up front.
It drafts, a person judges.
The AI proposes where a worksheet is still empty, or retrieves what the documents say. Every proposal says whether it comes from the documents, from elsewhere on the canvas or from general knowledge, until you decide. A person judges every proposal, and nothing becomes content until a person has accepted it.
A dossier only this engagement can see.
Your documents go into a dossier that only this engagement can see; they are used for this scan alone, excerpts reach the AI model only to draft proposals, and the dossier is removed when you ask.
They see everything first.
Nothing goes to the investor that the founders have not seen. Seeing it is not the same as agreeing with it: where founders and consultant read the facts differently, both readings are recorded.
Two to four weeks, on three conditions.
Two to four weeks, provided the scope is agreed, the documents are available and the people who run the organisation make time for the working sessions.
The organisational verdict, next to the due diligence.
Not financial, legal or tax due diligence. It is the organisational verdict next to those.
A round coming up, or an investor with questions?
Tell us in a few sentences where you stand. You get an answer from Kees, not a form.
info@belita.nl