Our approach is to listen, respect and fully understand our clients’ business and culture, current challenges, long-term goals and strategy before we begin to formulate any recommendation. However, because we are genuinely interested in our clients’ success, we will also ask you the very hard questions.


We ask the very hard questions

To develop insights and generate new ideas your key leaders must be challenged to engage in an honest discussion about your products, your results to date, the possible future and your vision.

We will not ask questions that simply serve to agree with and validate your current strategy. We will not only ask fact-finding questions. We will ask investigative type questions that will force you to look at a number of possible responses.

To spark disruptive innovation in your organization, we will challenge your team’s thinking and break down long-held assumptions about your industry, your business and your products. Here are a few key questions:


  1. How is business and why? (The Brutal Facts)
  2. Are we technologically behind or are we still relevant to our customers?
  3. Will we be still be relevant 5 years from now?
  4. Are we changing as fast as the world around us?
  5. What are the things that are wrong with our organization?
  6. What one word do we want associated with our brand in the minds of our employees, customers and partners?
  7. How does what we do improve people’s lives and the world we live in?
  8. Who have we, as an organization, historically been when we’ve been at our very best?
  9. What are our organization’s core values and do those values prioritize our employees, our customers and then our shareholder?
  10. What are the strategic uncertainties that keep us awake at night


  1. What is our Big Audacious Goal that everyone can work toward?
  2. If this were the family business, what actions would we really take?
  3. What should we stop doing?
  4. How would we create in our organization a culture that fosters innovation?
  5. What critical performance variables to we track, measure and publish to the public?
  6. How would we improve security oversight over the reporting on funds right down to the branch office level?
  7. How would we ensure that we have trained, territory managers and a written process of periodic financial reviews at each branch office?
  8. How would we ensure that when we build or repair branch offices we are getting the best possible rates?
  9. How would we improve the continued reliability of our incoming raw-material supply (i.e. parcel shippers, parts, etc.) process?


  1. What is wrong with our products?
  2. What features of our products do people like?
  3. How can we improve people’s perception of our products and services?
  4. What is stopping us from introducing many more innovative products or services to our customers?
  5. What diversified products or services do our customers need, want and are willing to pay for?
  6. What are the gaps in what consumers want versus what is available in the market?
  7. What is stopping us from Offer customers what they want?


  1. Do we know the profile of our typical or average customer?
  2. What would we change in order to give people more access to our services?
  3. Who are we not selling to because we think they can’t or won’t pay?
  4. How can we inject a positive emotional, customer experience in our product or service?
  5. How can we partner with our customers or provide added services to them to make them successful?


  1. Do our people look forward to coming to work?
  2. Does our HR process of quarterly goals and annual performance assessments encourage achievement of short-term successes and discourage disruptive innovation for growth that takes more time to prove successful?
  3. Do we have the right people with the right skills?
  4. How loyal, committed or engaged are our employees in helping each other and helping the organization succeed?
  5. Do we aggressively celebrate every employee achievement?
  6. How would we ensure that our people improve customer service or the customer experience in order to improve our overall sales?


  1. What do we need to change in order to increase our revenue?
  2. What are we doing to make every branch office break-even (revenues covering costs)?
  3. What would we have to do to make the organization self-sufficient and operate without a loss or a subsidy?
  4. What would we change in order to lower our operating costs?
  5. What would we have to do to generate and sustain an annual profit?
  6. How effective are our campaigns to increase our sales and do we track the effectiveness of those merchandising and marketing campaigns?
  7. What things would we have to change to increase the volume of business activity?
  8. Do we set appropriate annual and quarterly sales growth targets for our territory managers?
  9. What can we do to encourage and support domestic commerce and exports?
  10. How will it be rewarded?


  1. Who are all of our competitors?
  2. Why are our competitors successful?
  3. How can we do what they do?

Keep the discussion going

Leapfrog Business Consulting can also review with you the possibility of establishing more permanent vehicles for the open discussion of new ideas through – facilitated work sessions, collaborative activities and structured systems such as venture boards, innovation councils, centers of passion, cross-group solution teams, a product development system that rewards innovation, including customers in product innovation, mentor systems, open innovation systems…and more.

Please click here to contact us for a free, no-commitment discussion.