Trove

Capability sheet · Trove Advisory Pte. Ltd. · Singapore

Strategic bets. Stronger execution. Clear line to value.

Focused 2–4 week advisory sprints that help leadership make the decision, shape the path forward and mobilise the changes that matter most.

Senior judgement with practical execution support, from decision through mobilisation.

Client teams retain ownership of delivery.

01  Prioritise

Decide what moves, what waits and what stops.

02  Redesign

Build the operating model required for execution.

03  Embed

Make the change take hold and translate into value.

Senior-led · Independent of implementation troveadvisory.com

Trove

Engagement · How a sprint runs

How a typical sprint runs

Four weeks from framing the decision to mobilising the work.

Days 1–3

Frame the decision

Align on the business outcome, scope, evidence and decisions that need to be made.

Week 1–2

Get into the work

Review the evidence, work with leaders and teams, test assumptions and surface the constraints that matter.

Week 2–3

Shape the answer

Develop the choices, recommendations and practical changes required.

Week 3–4

Decide and mobilise

Align leadership on the calls, establish ownership and translate the work into a focused action agenda.

Most engagements begin with a 2–4 week sprint. Further support is shaped around the need.

The three capabilities

01  Prioritise

Decide what moves, what waits and what stops.

02  Redesign

Build the operating model required for execution.

03  Embed

Make the change take hold and translate into value.

Trove

Capability 01 · Prioritise

01

Prioritise

Decide what moves, what waits and what stops.

Use when

Too many initiatives are competing for the same capacity and leadership attention, or the existing portfolio needs to be reset.

Approach

  1. Focus on the outcomes that matterDefine what the portfolio needs to deliver for the business.
  2. Put the full portfolio in viewAssess new opportunities alongside initiatives already underway.
  3. Pressure-test value, feasibility and execution demandTest expected value, strategic contribution, capacity, dependencies, delivery risk and the level of change required.
  4. Decide, sequence and mobiliseDetermine what moves now, what follows, what needs to change and what should stop.

Deliverables

  • Prioritised and sequenced portfolio
  • Move / change / wait / stop recommendations
  • Key dependencies, constraints and execution risks
  • Leadership decisions required
  • 90-day action agenda

Outcome

Resources and leadership attention focused on the priorities with the strongest case to move.

Trove

Capability 02 · Redesign

02

Redesign

Build the operating model required for execution.

Use when

The priority or transformation is sound, but the organisation is not set up to deliver it, or the existing operating model is constraining execution.

Approach

  1. Test whether the organisation can deliverAssess capacity, capabilities, skills and operating conditions against what the priority requires.
  2. Identify where the operating model will constrain deliverySurface gaps across roles, decision rights, governance, data, ways of working and leadership routines.
  3. Define what needs to changeSet out what should be strengthened, shifted or redesigned around the priority or transformation.
  4. Turn the model into actionWork with leadership and teams to translate the redesign into ownership, transition actions and the changes that need to happen first.

Deliverables

  • Execution and operating-model assessment
  • Required operating-model changes
  • Capacity, capability and skills gaps
  • Roles, decision rights and governance changes
  • Priority transition actions and ownership
  • 90-day mobilisation plan

Outcome

An operating model aligned to the priority, with the capacity, capability and accountability required to deliver.

Trove

Capability 03 · Embed

03

Embed

Make the change take hold and translate into value.

Use when

A new model, technology or transformation needs to scale, or adoption and expected value are not coming through.

Approach

  1. Pressure-test the adoption strategyAssess the current approach, or define one where it is missing.
  2. Identify what is blocking adoptionSurface barriers across leadership, capability, training, communications, incentives and manager routines.
  3. Make the new way of working operationalWork with teams to establish the behaviours, routines, measures and reinforcement required for the change to take hold.
  4. Track, adjust and reinforceUse adoption and performance data to see where the change is stalling and what needs to be adjusted.

Deliverables

  • Adoption and change strategy or reset
  • Stakeholder and adoption-risk view
  • Capability and training priorities
  • Management and reinforcement routines
  • Adoption and value measures
  • 90-day embed plan

Outcome

Stronger adoption, sustained behaviour change and a clearer line from transformation to realised business value.

Trove

The founder

The founder

Twenty years inside the firms that run these programmes.

Trove is led by Manasi Mashru. As Founder, she remains closely involved in key client relationships and the most critical points of judgement, drawing on senior transformation leadership across investor and management-led programmes.

20+ years

Senior transformation leadership

19+ markets

APAC, US, UK and beyond

Accenture · EY

Managing Director and Executive Director roles

HBS Executive Education

Generative AI Strategy and Execution · July 2026

Singapore Institute of Directors

Member

Sector depth

CPG

Consumer health

Life sciences

Technology

Trove

Why Trove

Why Trove

Senior-led. Agile and flexible by design.

Senior-led

Senior judgement stays close to the work, with the right leadership, analytical and specialist capacity around each engagement.

Independent

Trove advises and does not implement. Recommendations are shaped around the business need, not a preferred vendor. Where delivery support is needed, Trove can connect the right ecosystem partners.

Practical

Senior judgement combined with enough hands-on support to move from decision to action.

Built for decisions

The work ends with clear management calls, named ownership and a practical path forward.

Working through a priority where the decision, the operating model or adoption is the constraint?

Trove Advisory Pte. Ltd. · Singapore
troveadvisory.com