Tiny Wind Horizon works with teams in Japan who need to think more clearly about strategy, structure, and what to do next. No frameworks sold separately.
About the practiceAbout the practice
A consulting practice built on the belief that most organisations already hold the answer, and need someone to help them see it plainly.
How the work gets doneEvery engagement starts with a short call and a written scope: the question, the deliverable, the timeline and the fee are agreed in writing before work begins. The work itself is mostly interviews, reading and writing, and what you keep at the end is a document your team can go on using. We do not give legal, tax or financial advice; those steps stay with licensed professionals.
For leadership teams that have a direction but cannot agree on what it means in practice. The work involves structured interviews, a written...
When a team has grown faster than its structure, or when a restructure has left reporting lines unclear. We map current flows, identify...
A single-question engagement for a specific decision a leadership team is stuck on. One week of research and conversation, one written...
Half-day or full-day sessions for teams working through a significant change. We design the agenda, run the room, and send a written...
Monthly one-hour calls for founders or senior managers who want a thinking partner with no stake in the outcome. Booked in three-month blocks.
Most organisations already hold the answer. They need someone to help them see it.— Tiny Wind Horizon
Most of the people a founder or senior manager talks to about their work have an interest in the outcome. Staff want reassurance. Investors want returns. Advisors with equity want growth. A conversation with someone who has no stake in what you decide is a different kind of conversation.
Read more →A leadership team that cannot agree on priorities is not always a team with a bad strategy. Often it is a team with a strategy that was never written down clearly enough to be disagreed with. The distinction matters because the fix is different.
Read more →A workshop that ends with a list of actions nobody owns is not a useful workshop. It is a meeting with better stationery. The design choices that separate a productive session from an expensive one are not complicated, but they are easy to skip.
Read more →Nothing substantive begins until both sides have agreed the scope in writing. When it is finished, you receive a document, not a slide deck: the question as defined, the context, the options considered and a clear recommendation with its reasoning.
The honest answer is that it is not always obvious from the outside. The best way to find out is a short first call, usually thirty minutes. We will ask a few questions about what is happening and what you have already tried, and by the end of the call you will both have a clearer sense of whether the work is a fit and which format makes sense.
No. The registered address is in Uwajima, Ehime, but the work is mostly interviews, reading and writing, so it does not depend on where your team sits. Remote sessions are the default; a visit to a client site is possible when the work needs it and is agreed in the written scope, with any travel costs stated in advance.
