Tools that hold
the change in place.
(Products)
Software · Toolkit
Why a strategy studio builds software
The Studio finds the lever. The software holds it in place.
We kept watching good strategy decay after the handover. The workshop agreed one thing, and the spreadsheet quietly did another. So we build tools that hold the decisions in place: one owner for each fact, a visible consequence before each action, and numbers that explain themselves.
Software
Strativarius Symphony
One workspace for your team, your customers and your money — with nothing lost between tools.
People, customers, projects and finance controls in one permission-aware workspace. Every fact has one owner, every number explains where it came from, and every promise to a customer becomes a task someone owns.
Overture
Find the opportunities that suit your business, and manage them from bid discovery to delivery.
The problem is rarely a shortage of tenders. It is deciding which ones deserve the effort — then keeping every bid, document and deadline together until the work is delivered.
Étude
Help your children get the best out of education.
A portal for families and schools, designed around how children actually learn and how the adults around them can help.
More products will join as we build them.
The toolkit
Mapping
Customer journey map
Walk one person’s experience from first notice to first use — what they do, think and feel — and find the smallest change that makes the next step easier.
Mapping
Service blueprint
See everything behind an experience: what customers see, what staff do in and out of view, the systems beneath, and where it breaks.
Understanding
Empathy map
Capture what someone says, thinks, does and feels — from evidence rather than assumption.
Mapping
Stakeholder map
Put the customer at the centre and map everyone who shapes their experience, and the tensions between them.
Understanding
Needs statements
Turn research into statements a team can design against: one person, one need, one benefit.
Deciding
Prioritisation grid
Place ideas by their value to the customer and their ease of delivery, so the debate is about evidence, not preference.
Deciding
Assumptions and questions
Write down what the plan quietly depends on, and test the risky, uncertain assumptions before you build.
Aligning
Hopes and fears
Open a project by naming what the team hopes for and fears, then turn the fears into working agreements.
These methods come from the wider design-thinking tradition. The versions here are our own; the samples are illustrative, not client work.
