Real work. Practical lessons. Measurable results. Client results, perspectives from our work, and resources that go deeper.
What we are seeing, learning, and thinking about next.
Nothing published yet on manufacturing & supply chain. Here is the closest work we have.
US utilities will invest $1.4T through 2030 against capital delivery models built for a smaller era. What that tests, and what has to change.
The fifth and final article in the series: how activity based management gives Avoid, Automate and Optimize something measurable to stand on.
The third door. What to do with the work that survives avoiding and automating: repetitive, error-prone, and held back by outdated tools.
The second door. Automating the wrong process burns months and leaves your people more frustrated than before – how to pick what is actually worth it.
Anthropic and OpenAI each launched a services venture on the same day. Two ventures, $11.5 billion, in services rather than technology – and what that says about where AI value is captured.
MIT found 95% of AI pilots fail, mostly on problems that were never worth solving. The first door is the one nobody opens: do not do the work at all.
Europe scans every departing traveler with biometrics. America skips the line entirely. The question to ask before automating anything: should this exist?
A rise in solar and distributed generation applications buried a mid-sized utility's interconnection process. Turning the backlog into a workable flow.
Two leaders left a healthcare call center at once, with call efficiency at twice the industry benchmark and a year-long coaching gap.
State regulators escalated scrutiny over cost and schedule variances across an electric utility's capital projects. How project governance was rebuilt.
How a regional utility met a 200% rise in aged receivables with automation and a redesigned organization, turning a collections crisis into a rebuild.
Voyage Advisory has opened an office in Ottawa, extending our support for clients across Canada.
The last question in the series, after who our clients are and why they choose us: what actually happens when you decide to start.
Another of our engagement models. Where management consulting is project-based, professional services embed directly into your team.
The northside Chicago office and global headquarters now hangs da Vinci, Renoir, Van Gogh and Picasso. Each was chosen for a reason – can you guess the theme?
One of our engagement models: end-to-end support from a clear statement of work through a proven methodology to the team that delivers it.
Big firms, smaller firms, technology vendors, internal teams or waiting – an honest look at what each option costs a leader facing high-stakes change.
Six qualities leaders tell us set the firm apart, starting with fluency in the details rather than surface-level strategy.
The third in the series: what leaders do when incremental improvement is no longer enough, and how to carry mission-critical change through with momentum.
A short clip on driving performance: what it takes to get past outdated processes and the hidden inefficiencies that leave value on the table.
A short clip on the first of the three: serving customers better without breaking the budget or burning out the people who do the serving.
Directors, VPs and CEOs steering large organizations in utilities, financial services, government and supply chain. Who we work with, and on what.
Elevating service, driving performance and putting technology to work – the three things we help leaders turn from priorities into results.
Fireproofing, skyscrapers and a new plan for the city came out of the 1871 fire. A short film on what rebuilding from the ashes looks like for a business.
