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04Diagnosis · Strategy · Brand · Communications
When important
work isn’t moving,
we find out why.
A strategy and communications studio for complex work in science, climate and frontier technology. We work out what investors, buyers or boards need to believe, then build what carries it.
What brings teams to us.
The interest is there. The reason for the delay isn’t clear.
An investor who likes it and waits, a buyer who wants another pilot, a board that keeps deferring. Nobody has said no, and nothing has moved.
How we helpWe find what is holding the decision back and what needs to change.
Explore The Belief DiagnosisCan involve
The people deciding what happens next need different answers.
Your technical team can explain the work. Your champion sees its value. The people approving the budget, assessing the risk or making the purchase need the same case to answer different questions.
How we helpWe build one consistent case that answers each audience’s questions.
Bring us the caseCan involve
You get the meeting. They are interested. Then the room goes quiet.
The technology may be clear. The investment case, market opportunity or reason to act now is still unclear.
How we helpWe work backwards from the decision the investor has to make.
See how we helpCan involve
Everyone can explain the organisation. Each person explains a different one.
Leadership, science, commercial and communications have each built a defensible version of the story, and the versions pull apart.
How we helpWe find what everyone agrees on and build one narrative from it.
See how we helpCan involve
Every time you add context, the point gets harder to see.
The people closest to the work understand it too well. Simplify too far and it becomes inaccurate. Explain everything and the audience loses the thread.
How we helpWe find the idea people need to understand and keep the substance behind it.
See how we helpCan involve
The company has changed. The market is still meeting the old version.
The identity, website or language still reflects an earlier proposition, ambition or audience.
How we helpWe work out what the organisation stands for now and build from there.
See how we helpCan involve
The date is fixed. The story is still moving.
Leadership, the website, press, partners and spokespeople all need to carry the same case when the work goes public.
How we helpWe build the narrative first, then carry it through every moment of the launch.
See how we helpCan involve
A decision has stalled.
The interest is there. The reason for the delay isn’t clear.
An investor who likes it and waits, a buyer who wants another pilot, a board that keeps deferring. Nobody has said no, and nothing has moved.
How we helpWe find what is holding the decision back and what needs to change.
Can involve
Your case works for one audience.
The people deciding what happens next need different answers.
Your technical team can explain the work. Your champion sees its value. The people approving the budget, assessing the risk or making the purchase need the same case to answer different questions.
How we helpWe build one consistent case that answers each audience’s questions.
Can involve
A raise is coming.
You get the meeting. They are interested. Then the room goes quiet.
The technology may be clear. The investment case, market opportunity or reason to act now is still unclear.
How we helpWe work backwards from the decision the investor has to make.
Can involve
The organisation tells different stories.
Everyone can explain the organisation. Each person explains a different one.
Leadership, science, commercial and communications have each built a defensible version of the story, and the versions pull apart.
How we helpWe find what everyone agrees on and build one narrative from it.
Can involve
The work is difficult to explain.
Every time you add context, the point gets harder to see.
The people closest to the work understand it too well. Simplify too far and it becomes inaccurate. Explain everything and the audience loses the thread.
How we helpWe find the idea people need to understand and keep the substance behind it.
Can involve
The brand lags behind the work.
The company has changed. The market is still meeting the old version.
The identity, website or language still reflects an earlier proposition, ambition or audience.
How we helpWe work out what the organisation stands for now and build from there.
Can involve
Something important is launching.
The date is fixed. The story is still moving.
Leadership, the website, press, partners and spokespeople all need to carry the same case when the work goes public.
How we helpWe build the narrative first, then carry it through every moment of the launch.
Can involve
Across the studioStrategy · Research · Storytelling · Writing · Design · Digital · Motion · Launch
Featured work · Unibio
Lead with protein. Let the technology prove it.
Unibio had deep expertise in gas fermentation. We repositioned the company around the product and the opportunity that investors, partners and feed producers needed to understand.
Since the work
Unibio has formed a joint venture to develop what the company describes as the world’s largest single-cell protein facility.
Understand the problem. Build the case. Carry it through.
We start by understanding the situation around the work, the people involved, the evidence available, the decisions ahead and where momentum is being lost.
01
Understand the problem
Trace where understanding, belief or alignment breaks. Look across the proposition, evidence, audience and decision to find the point that is holding the work back.
02
Build the case
Shape what we find into a clear proposition and argument. Establish what matters, what can be proven, what each audience needs to understand and what gives them a reason to move.
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Carry it through
Turn the thinking into the work that carries it forward, whether positioning, narrative, identity, website, pitch, report, speech, launch or programme communications.
More case studies
All workWhy Brighter Future.
01We start before the brief.
We look at the people, evidence and decisions around the work to find where momentum is being lost, then shape the work around the problem that actually needs solving.
02Close to the decisions.
Client work, founder and investor research, and The Decision Room keep us close to how investors, companies and partners assess difficult propositions and what they need to move.
03The thinking survives the making.
The strategic lead stays close as the answer becomes positioning, identity, website, pitch, report or launch, so the logic behind the work carries all the way into execution.
Aaron C. Leaman, our founder, also founded The Decision Room in Zürich.