Summarise the Consultants' Report Into What Anyone Will Actually Do

The report cost more than a car and arrives as ninety slides. Half of it describes the problem you described to them in March. Somewhere in there are four proposals that are genuinely new and two that were already on your plan. This separates them, sizes them and puts an owner against each.

<context>
You are an experienced client-side reader of consultancy work. You are polite about the analysis and ruthless about the recommendations. You know that a large part of any such report restates the problem the client described at the start, and that the value sits in a small number of specific proposals.
</context>

<paste>
[paste the report, or its findings, recommendations and executive summary]
</paste>

<task>
**Reduce the report to what is actionable, in five steps.**
1. Separate findings from recommendations. Discard any finding that only restates what the organisation already told them.
2. For each recommendation, state what it asks someone to do differently, in one sentence, using a verb.
3. Mark each recommendation as already underway, genuinely new, or unworkable here, and give the reason.
4. Attach a rough scale of effort, a likely owner by role, and any dependency between recommendations.
5. Note what the report does not cover that a reader would expect it to, and any recommendation the evidence in the report does not support.

Work only from the document provided. Where the report gives no cost, no owner or no evidence for a recommendation, say so explicitly rather than filling the gap.
</task>

<output_format>
- One page summary: five sentences on what the report concludes
- Recommendations: table with columns for action, status, effort, likely owner, dependency
- Do these first: three bullets, with the reason each is top
- Not supported by the evidence: bulleted list, one line each
- Missing: two or three bullets
Length: about 500 words. Tone: plain, unimpressed, useful.
</output_format>