GROWTH • CONTINUITY • STRATEGIC INFORMATION
RUNS YOUR ORGANIZATION ?
Find it. Name it. Correct it.
Not with a proposal. Not with a deck.
With a conversation.
Start with a conversation ›
AUGMNT : LIMINAL • ATYPIQ STRATEGY
STRATEGIC INFORMATION
FOR GROWTH, CONTINUITY AND FUTURE
ON INCOMPLETE INFORMATION.
COMPLETE INFORMATION FOR GROWTH & CONTINUITY
ORGANIZATIONAL
Its constitution — structure, assets, and the way it actually operates versus how it believes it operates. The implicit rules, the real decision logic, and what exists only in people rather than in the system.
The forces, markets, signals, and conditions surrounding the organization — known, assumed, and undetected. What it is watching. What it has stopped watching. What it has never thought to watch.
The horizons it can see, the ones it cannot, and the commitments already shaping both. Its position across time — not as a timeline but as three simultaneous realities each requiring a different kind of intelligence.
The reasoning behind past decisions, the assumptions that drove them, and what the outcomes revealed. Almost never captured anywhere. Almost always the most expensive gap of all.
When any of these four dimensions is incomplete, the organization acts on a partial picture. That gap has a name.
THE STRATEGIC INFORMATION DEFICIT.
A STRATEGIC INTELLIGENCE SYSTEM (SIS) FOR GROWTH & CONTINUITY
CREATING AN UNFAIR ADVANTAGE
A Strategic Intelligence/Information System structures what your organization knows, assumes, and is missing across all four dimensions. When all four are mapped, the organization sees itself completely — perhaps for the first time.
DOES YOUR ORGANIZATION RECOGNIZES ANY OF THESE ?
01. Everything gets pulled back to the short-term
02. Too much depends on a few key people
03. Change keeps arriving as a surprise
04. Transformation starts without a clear direction
05. You absorb shocks, but don’t gain from them
06. Risk is managed, but not well understood
What it does
⦿ Makes the organization explicit to itself
⦿ Reveals what is known, assumed, and missing
⦿ Generates coherent strategic perspectives
⦿ Improves continuously over time
⦿ Connects structure, assets, and time into a single picture
What you get
⦿ A clear view across structure, time, and environment
⦿ Visibility on what is known, assumed, and missing
⦿ Better-informed decisions without guesswork
⦿ An information advantage that compounds
⦿ The invisible operating architecture to correct
OUR APPROACH
APPROACHING THE ORGANIZATION (structure, assets) AS A SYSTEM OF ADAPTIVE INTELLIGENCE — ACROSS HORIZONS.
The present was once a future. That single observation changes everything about how an organization should be structured to think.
We use the Three Horizons not as a planning timeline but as an intelligence structure — three simultaneous domains, each requiring distinct thinking, distinct strategies, and distinct capabilities.
01
The horizon 1 is the present, it’s th CORE you are defending and expanding. Most organizations live entirely in H1. The cost is not visible until it is.
02
This is the horizon of the emerging that you are adapting to and building toward. Coming from horizon 3, its messy and confusing. Many organizations struggle or resist Horizon 2.
03
The Horizon 3 is the horizon you have not yet seen — but that is already shaping either by design or by default. Most organizations are not engaged in this horizon.
01
Surfacing how we related to the future and seeing how decision already carries an assumption about the future as most are invisible, unexamined, and driving behavior anyway. Making the implicit explicit and expanding the range of futures available to think from.
02
What is the context that makes a future operative. What are the necessary conditions to create a new operative and sustained future. Understanding this design to gain ease, freedom in one’s agency.
03
We read signals out there, and in here to detect futures, choose one and inform strategy across all three horizons. Not as a one-time exercise. As an ongoing organizational capacity that keeps the organization at the forefront of what is emerging rather than behind it.
WHERE IT APPLIES
A UNIVERSAL APPROACH. SPECIFIC APPLICATIONS.
01
05
Innovation
09
Turnarounds•Breakthroughs
02
Strategy Making
06
Mergers & Acquisitions
09
Strategic Risks
03
Strategic Continuity
07
Alignment & Empowerment
09
Business Models
04
Horizons-based MD&A
08
Financing
09
Antifragility
ATYPIQ.
LIMINAL.
STRATEGY.
We don’t arrive with a pre-built framework and ask you to fit into it. We work with what already exists — structuring your context, your assets, and your horizons into a coherent system. What you gain is the clarity to see your blind spots and the architecture to correct them.
The work begins with what we find. The scope is determined by what the organization actually carries: its structure, its assets, and its horizon coverage.
We don’t position against existing frameworks — we augment what is already in place with the layer that the current era requires and that conventional advisory has not yet offered.
Growth and continuity depend on an organization’s ability to understand itself, interpret change, and act coherently across time. AUGMNT helps build the strategic intelligence required for that reality.
We deliver completely or modularly through ENGAGEMENTS and WORKSHOPS.
Chris Royer is the founder of AUGMNT. His background spans law (focused on financing & acquisition, real estate syndication + development, prospectus filing, continuous disclosure), financial and estate planning, securities brokerage, investors relations, trading, international trade, strategic consulting and business operation and management.
His approach is deeply influenced by TQM (Total Quality Management), System Dynamics, and the Viable System Model, computational and systems thinking — disciplines that rarely appear in the same room, and that together produce a distinctly different kind of organizational lens.
Undergraduate and a graduate degrees from the Faculty of Law of the Université de Montréal. Held securities and life insurance representative licences in Canada.
Specialization/Certification | Futures Thinking – Institute For The Future (IFTF) | Social Entrepreneurship – Copenhagen Business School | Beyond Silicon Valley: Growing Entrepreneurship in Transitioning Economies – Case Western University | New Models of Business in Society – University of Virginia, Darden School of Business | Age of Sustainability, An Introduction – Columbia University (with Jeffrey Sachs) | Circular Economy, An Introduction – TU Delft and Macarthur Foundation | Entrepreneurship: Financing and Profitability – Wharton Business School | Greening the Economies: Sustainable cities – Lund University | Financing and Investing in Infrastructure – Bocconi University | Impact Investing – Essec Paris | Fundamentals of Global Energy Business – University of Colorado | Financial Markets – Yale University | Introduction to Fintech – University of Hong-Kong
Start with a conversation ›
Information without noise
The questions worth asking. The risks worth naming. The horizon worth watching.
No publishing schedule. Just a standard.
Not a proposal. Not a deck
Growth and continuity are no longer operational questions alone. They now depend on how organizations understand themselves, interpret change, and lead through uncertainty. That is the work AUGMNT exists to support.
Let’s see what we can find!
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AUGMNT : LIMINAL • ATYPIQ STRATEGY
The Informational Deficit of Growth, Continuity & Future
Find it. Name it. Correct it.