The situation
Electric vehicles put a clock on the company's core market — the kind of slow-then-sudden shift boards know is coming but rarely share a factual view of.
Before any strategy could be decided, the executive team and board needed the same fact base: how fast the transition would move, where it would bite first, and what it meant for the business.
What we did
- 01Ran expert interviews across the EV transition landscape.
- 02Stood up a dedicated due-diligence research team to build the fact base.
- 03Produced a detailed 60-page board report — written to educate executives on the topic, not to showcase analysis.
- 04Prepared the board presentation, which the CEO delivered himself.
- 05Ran a strategy workshop with the executive team to turn the shared fact base into key decisions.
The outcome
- A board aligned on a factual, current view of the EV transition and its effect on the market.
- Key strategic decisions made in the workshop — from a shared fact base instead of competing intuitions.