I often go into meetings with portfolio companies with a structure worked out of what I believe the critical issues are. I structure it top down so we don’t get bogged down in the details that are irrelevant. To give you an example it might go something like this, here is a made up situation that a portfolio company might face:- we currently sell through channels- we’re the market leader in signing up our channel partners- but not enough volume of business is yet going through the channels- our three options are: spend more time helping the channel sell, spend more time with customers bringing them into our channel partners or sell direct- my guess is that we aren’t prepared to sell direct because that would require a broader team and more capabilities than we have. So the real question is — do we spend more of our time and limited resources helping our channel or educating and marketing to their customers- on a less critical path we should evaluate the capabilities required to serve customers directly if we ever needed to and know what the channel’s response would be- discuss
This is a usable structure for people to disprove/prove -> it focuses the discussion