A worked example
One decision,start to finish.
A logistics company with fifty people is deciding whether to enter the German market. Here is what the four phases actually produced, in order.
A written walkthrough, not a live demo. The shape is what Stride produces; the figures are illustrative.
What went in
- Company
- Northwind Supply, 50 people, logistics
- Question
- Do we open a German operation next year?
- Documents
- Pricing sheet, board deck, pipeline export, 6 customer calls
- Time to first diagnosis
- One session
01 Understand
What the documents already said
Stride read all four sources together and returned a diagnosis of the opportunity. Two of the six customer calls contradicted the board deck's assumption about lead times, which nobody had noticed because the two had never been opened side by side.
What it produced
A sourced diagnosis, every claim linked to a passage
Nine claims supported by documents. Three marked as inference. One contradiction surfaced.
02 Decide
Three options, scored against their own criteria
The team set the criteria first: speed to first revenue, capital at risk, and whether it could be reversed. Only then did they see the scores. The option that won was not the one the board deck had assumed.
What it produced
A decision memo, with the reasoning attached
Enter via a partner, open a subsidiary, or serve Germany from the existing depot.
03 Execute
The decision became somebody's Monday
A 30/60/90 with an owner and a date on every line, and the two assumptions the plan depended on written down where the check-ins could find them.
What it produced
A roadmap with owners, dates and KPIs
Fourteen items. Two named risks. Three KPIs agreed before the work started.
04 Progress
The assumption that broke in week three
A check-in caught that partner onboarding was running at half the assumed rate. That is a plan-level problem, not a task-level one, so Stride flagged which downstream dates it moved and the team rescheduled while it was still cheap.
What it produced
Plan against actual, with the broken assumption named
Caught in week 3 rather than at the quarterly review.
Yours will not look like Northwind's.
The shape is the same: your documents, your criteria, your plan. The first decision is free to work end to end.
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