The Coherence Audit
For diversified family business groups. The diagnostic that finds the businesses that serve nothing.
Banded by asset count and the number of operating jurisdictions. Bands as at 26 August 2026.
For a board or a family principal holding five or more operating businesses with no single answer to what they are collectively for.
This is not a valuation exercise and it is not a turnaround. If you already know which units to exit, you do not need this.
A moonshot with a ladder under it and a business that pays for it is not a gamble. It is a schedule.
Nine businesses and no direction is more expensive than nine businesses and one direction — and it looks entirely fine on the P&L for about a decade. Presence is not coherence. A group can be profitable in every unit and still be structurally incoherent, because profitability is measured per unit and coherence is only visible across them. What the audit surfaces is the set of assets that pass no mechanism test: they are not the Milk, they do not build a rung, and they exist because someone acquired them in 2009.
Phase by phase.
Published in full, because a curriculum that cannot be published is not a curriculum. The order matters more than any individual phase.
Asset inventory
Everything the group holds. Operating businesses, minority stakes, land, licences, brands, dormant entities. Almost every group finds something they had forgotten.
The mechanism test, on every asset
One question per asset: what does this build that the objective needs? Not "is it profitable" — that is a different and much easier question.
Weighted coherence score
A single number for the group, with the weighting published so the board can argue with it. Arguing with it is the point.
Correlation matrix
Which assets fail together. A portfolio of six businesses that all depend on the same monsoon, the same subsidy or the same buyer is one business wearing six coats.
The divestment conversation
A ranked list of what to stop, sequenced so the group can actually do it. This is the session the family remembers.
Named artefacts, not a feeling.
Each of these is a physical output with an owner and an as-at date on it. If the programme ends and you do not hold all of them, it did not finish.
No published case yet. Said plainly.
This practice was founded in 2026. Where a client has consented, the case is named and published. Where consent does not exist, nothing anonymous is offered in its place — an unnamed case study is not evidence, it is decoration.
What is checkable today is the operating record on The Portfolio: the frameworks run on live organisations I founded, and you can look at those organisations.
Founded 2026. Here is everything, including what I got wrong.
Start with what you already hold.
There is no application fee and no discovery call script. Four questions, honestly answered, tell me whether this is the right altitude — and I will say so if it is not.
Questions about The Coherence Audit
Answered plainly, with the real figures. If something here is wrong, tell us and it goes in the log.
₹18L to ₹60L, banded by asset count and by the number of operating jurisdictions, published as at 26 August 2026. It runs eight to twelve weeks at board level — document review, principal interviews and two working sessions — with one group taken at a time. Elango leads it directly with a two-person analysis team.
For a board or a family principal holding five or more operating businesses with no single answer to what they are collectively for. It is not a valuation exercise and it is not a turnaround: if you already know which units to exit, you do not need this. Presence is not coherence — a group can be profitable in every unit and still be structurally incoherent.
A single weighted number for the group, produced by applying one mechanism test to every asset: what does this build that the objective needs, rather than is it profitable. The weighting is published so the board can argue with it, and the score carries an as-at date. Arguing with it is the point.
Four outputs: a scored coherence matrix with published weightings and an as-at date; a correlation map of which assets fail together; a ranked list of what to stop, sequenced so the group can actually do it; and the mechanism sentence for every asset that survives. The divestment conversation is the session the family remembers.
Yes. The asset inventory covers everything the group holds — operating businesses, minority stakes, land, licences, brands and dormant entities. Almost every group finds something it had forgotten. The correlation matrix then shows which assets fail together, because six businesses depending on the same monsoon, subsidy or buyer are one business wearing six coats.
Wrong height for your problem?
Six programmes, one per altitude. Using the wrong one looks like progress for about two years.
The Moonshot Intensive
For a founder or family group ready to declare a twenty-year objective and build the architecture underneath it.
The Accelerated Organization Program
For CXOs of 200–20,000 person organisations that need to move at the speed the technology now allows.
AI Flywheel: The 90-Day Start
For any organisation with AI budget and nothing compounding.