You run the custom-programmes unit of a business school. Serragrande Mineração has approved 3.2 million reais for a leadership programme covering its 120 site managers, delivered in four months, against a 28 per cent margin target.
The brief says leadership. The two diagnostic conversations say something else, and now you have to decide which of the two you work from.
You decide whether to sell the programme the client knows how to ask for, or design the one that would fix what is actually wrong.
The decision
How do you respond to the Serragrande brief?
A — Deliver the leadership programme exactly as briefed
B — Make the engagement conditional on a culture diagnostic first
C — Accept the label and build the programme around real escalations
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