The Workflow
An illustrative business process. The steps and responsibilities are adapted to the actual organization and engagement.
Discovery
Understand the business, priorities, people, and available information.
Responsibility: VG and business owner
Opportunity Assessment
Test possible explanations and identify where a change could create value.
Responsibility: VG with process owners
Priorities
Choose scope, responsibilities, dependencies, and the evidence needed to proceed.
Responsibility: Business owner with VG
Implementation
Build, coordinate, and test the agreed changes in the actual operating environment.
Responsibility: VG, client team, and agreed providers
Measurement
Compare relevant business outcomes with the original objective and known limitations.
Responsibility: VG and accountable team
Refinement
Continue, adjust, narrow, or stop based on what the work reveals.
Responsibility: Business owner with VG
The Entry Point Is A Decision
A growth project might start with disappointing conversion, an unfamiliar opportunity, or a proposed investment. The first task is to define the question well enough to investigate it. Discovery should identify what is known, what is assumed, and who can help resolve the difference.
Dependencies Shape The Sequence
A new acquisition channel may depend on intake coverage. A dashboard may depend on clearer stage definitions. An automation may depend on vendor access. Those dependencies belong in the work plan, with an owner and a next step. Missing information is a reason to design a focused test, not to manufacture certainty.
Measurement Is A Feedback Loop
The review asks whether the intended change occurred and what happened downstream. A technical release, a rise in inquiries, and an improvement in commercial outcomes are different observations. This conceptual sequence illustrates how VG can support the work; it is not a report of a deployed client result.