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  <title><![CDATA[Tessera Quanta]]></title>
  <link>https://tesseraquanta.com/</link>
  <description><![CDATA[Tessera Quanta is a strategy consultancy led by Miriam Voss, working with founders and boards on complex decisions. Based in Edinburgh, working across the UK, Germany, and the Netherlands.]]></description>
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    <title><![CDATA[On the difference between a complicated problem and a complex one]]></title>
    <link>https://tesseraquanta.com/</link>
    <description><![CDATA[Most strategy work treats complicated and complex as synonyms. They're not, and the distinction changes what kind of help is actually useful. A complicated problem has a knowable answer if you gather enough information. A complex one doesn't.]]></description>
    <pubDate>2026-06-18</pubDate>
  </item>
  <item>
    <title><![CDATA[Why we stopped using the word 'alignment' in client work]]></title>
    <link>https://tesseraquanta.com/</link>
    <description><![CDATA[Somewhere in the last decade, 'alignment' became the word that strategy consultants use when they mean something more specific but don't want to say it plainly. We've stopped using it in our work, and the conversations have gotten better.]]></description>
    <pubDate>2026-05-07</pubDate>
  </item>
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    <title><![CDATA[A note on the single-session advisory format]]></title>
    <link>https://tesseraquanta.com/</link>
    <description><![CDATA[We added the single-session advisory to the list of engagements in January, partly in response to requests from founders who needed an external perspective on a specific question but weren't ready for a full engagement.]]></description>
    <pubDate>2026-03-22</pubDate>
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    <title><![CDATA[Complicated vs complex: why the distinction matters for strategy]]></title>
    <link>https://tesseraquanta.com/notes/complicated-vs-complex-problems-strategy.html</link>
    <guid>https://tesseraquanta.com/notes/complicated-vs-complex-problems-strategy.html</guid>
    <description><![CDATA[The word 'problem' covers a lot of ground. A bridge engineering challenge and a market entry decision are both problems, but they require fundamentally different approaches. Conflating them is one of the most common reasons strategy work produces impressive documents and modest results.]]></description>
    <pubDate>2026-06-18</pubDate>
  </item>
  <item>
    <title><![CDATA[How to scope a strategy consulting engagement properly]]></title>
    <link>https://tesseraquanta.com/notes/how-to-scope-a-strategy-engagement.html</link>
    <guid>https://tesseraquanta.com/notes/how-to-scope-a-strategy-engagement.html</guid>
    <description><![CDATA[Most strategy engagements that go wrong do so in the first two weeks, not because the consultant was incompetent or the client was difficult, but because the scope was agreed before either party had asked the right questions. A good scoping conversation is harder than it looks.]]></description>
    <pubDate>2026-04-10</pubDate>
  </item>
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    <title><![CDATA[Reading the symptoms of a broken organisational structure]]></title>
    <link>https://tesseraquanta.com/notes/organisational-design-symptoms-causes.html</link>
    <guid>https://tesseraquanta.com/notes/organisational-design-symptoms-causes.html</guid>
    <description><![CDATA[Organisations rarely break all at once. The structure that worked well at 40 people starts to creak at 120. The operating model that made sense when the founders ran everything directly becomes a bottleneck when there are four layers of management. The symptoms appear gradually, and they're often misread.]]></description>
    <pubDate>2026-05-15</pubDate>
  </item>
  <item>
    <title><![CDATA[What founder transition planning actually involves]]></title>
    <link>https://tesseraquanta.com/notes/founder-transition-planning-what-to-expect.html</link>
    <guid>https://tesseraquanta.com/notes/founder-transition-planning-what-to-expect.html</guid>
    <description><![CDATA[Most founders approaching a liquidity event or a succession have thought carefully about the organisational side: who will run the business, what the governance structure will look like, how the handover will be sequenced. Fewer have thought carefully about the personal side. In our experience, the personal side is where the process most often stalls.]]></description>
    <pubDate>2026-03-05</pubDate>
  </item>
  <item>
    <title><![CDATA[Why scenario modelling is about assumptions, not predictions]]></title>
    <link>https://tesseraquanta.com/notes/scenario-modelling-assumptions-not-predictions.html</link>
    <guid>https://tesseraquanta.com/notes/scenario-modelling-assumptions-not-predictions.html</guid>
    <description><![CDATA[Most scenario models are built to answer the question 'what will happen?' They shouldn't be. The future is not knowable in the detail that most financial models imply. A scenario model built to predict is a model that will be wrong in ways that matter. A scenario model built to surface assumptions is a model that is useful regardless of what actually happens.]]></description>
    <pubDate>2026-02-20</pubDate>
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