What can we commit today?
The initial scope and the resources it mobilises, not the final ambition.
OFFER · DECISION NOTE
You are about to commit to something you cannot easily undo.
A pivot, a heavy investment, closing an activity, an acquisition. You are convinced. What is missing is not conviction: it is the document that makes the reasoning readable for your partners, your board or your shareholders — and that will still hold in six months, when one of the assumptions has moved.
A decision note is not a recommendation. It is an instructed commitment: what we do, under which condition, how far, and what we do if the critical assumption fails.
WHAT THE NOTE SETTLES
Five questions you will be asked, in this order.
What does this choice depend on?
There is always a critical assumption. A serious note names it instead of diluting it.
What do we do if it fails?
Reduce, postpone or stop. Decided beforehand, not in a hurry.
What would authorise going further?
A threshold, a date and a new decision — not a gradual drift of the commitment.
Who reopens the file, and on which signal?
Without an owner and a trigger, no decision is ever re-examined.
HOW WE PROCEED
Instruct, test, commit, revise.
The status quo remains a compared option until the end. A note that leaves it out does not present a choice; it justifies an intention.
- 01Frame the commitment and the third party
- 02Gather the sourced facts
- 03Build the options, status quo included
- 04Test: simulations, figures, dependencies
- 05Project the trajectory if the commitment requires it
- 06Write the note
- 07Reopen on signal
STRUCTURE OF THE NOTE
Six lines, nothing decorative.
Each line points to the facts behind it, with their source and date. The reader can retrace the path without you. A note fits on two pages; the file that carries it may run to thirty, and nobody has to read them to understand the commitment.
- Proposed choice — base scenario
- Initial commitment — scope and resources
- Critical assumption — condition to verify
- Fallback — reduce, postpone or stop
- Expected proof — threshold and date
- Review — signal and owner
WORKED EXAMPLE
Discontinuing a range without revisiting it in six months.
A company considers discontinuing a loss-making product line. The note states the commitment — commercial stop within two quarters, after-sales service maintained for three years — and names the critical assumption: none of the ten main customers depends on this range to stay with us.
The fallback is written before the stop: if two of those customers confirm the dependency, the range moves to reduced-volume maintenance instead of being discontinued. The review signal is the renewal rate of the next half-year, with a named owner.
Nine months later, “why did we stop?” has a written answer, and “should we go back?” has a criterion.
Illustrative case.
THE NOTE, AS IT READS
Six lines, on one page.
- Proposed choice
- Commercial discontinuation of the range over two quarters; after-sales service maintained for three years.
- Initial commitment
- Discontinuation plan, information to the ten largest customers, three years of spare-parts stock.
- Critical assumption
- None of the ten largest customers depends on this range to stay with us.
- Fallback
- If two customers confirm that dependency: keep the range at reduced volume instead of stopping it.
- Expected evidence
- Written answers from the ten customers before the end of the quarter.
- Review
- Renewal rate of the next half-year; owner: the sales director.
Illustrative case, fictitious figures and names. The real note links every line to the sourced facts in the file.
WHAT FEEDS THE NOTE
You do not buy a space, you buy an instructed decision.
That is what sets this entry apart. The note mobilises what is useful and nothing more: Atlas for facts and their traceability, Grid to compare options, Plot to put gaps in perspective, Mix and Calc to quantify and keep calculations auditable, Map for the dependencies that could bring the commitment down, Pilot when the commitment changes the financial trajectory.
You do not open seven spaces. You open the ones the decision requires, and the file stays unique.
HOW TO GET IT
Three modes, with a review triggered by signal.
On your own
Annual licence
Your teams instruct and write the note in the platform.
Scoped engagement
Fixed fee
We instruct the commitment with you and hand the note and its file back inside the platform. The calendar follows the date of the board or general meeting, not the other way round.
Accompanied review
Subscription
Here the review is not quarterly: it is triggered by the signal written into the note. We reopen the file when the trigger occurs and document what has changed.
It is the only offer whose review cadence is not calendar-based.
See the three access modes in detailWHO PRODUCES WHAT
We instruct. We do not commit your company.
| Deliverable | Produced by |
|---|---|
| Sourced, dated, attributed facts | The tool |
| Compared options, status quo included | The tool |
| Figures and auditable calculations | The tool |
| Wording of the critical assumption | Workshop led by inNOVAtio |
| Writing of the note | Workshop, entered in the platform |
| Review signal and owner | Workshop, settled with you |
| The commitment itself and its fallback | Your decision, traced in the file |
The last line cannot be delegated: it is the only one that commits your responsibility.
WHAT A NOTE DOES NOT DO
It does not make the decision right.
A well-built note can carry a poor judgement. What it guarantees is more modest and more useful: that the judgement is visible, attributed and contestable — hence revisable when the facts change.
It is not a compliance document. It does not protect you; it makes you explainable.
It does not replace the decision: in the end, someone signs. The note only says what, how far, under which condition, and what happens if the assumption falls.
Which commitment must you be able to explain in six months?
A first thirty-minute discussion about the real decision, the deadline and the third party it will be defended to.