Services / 01
Digital strategy & transformation
Decide what to build, and what to stop funding.
Value-led strategy that ends in a costed roadmap and a first release, not a maturity assessment.
Most transformation programmes fail on sequencing rather than on ambition. Boards approve a portfolio of twenty initiatives, each defensible in isolation, and the organisation discovers eighteen months later that four of them were prerequisites for the other sixteen.
We start from where value actually sits in your P&L — margin leakage, cost-to-serve, channel mix, working capital — and work backwards to the capabilities and systems required. The output is a sequenced roadmap with dependencies made explicit, an operating model that can actually staff it, and a first release small enough to ship inside a quarter.
Because the same partners stay through delivery, the roadmap is written by people who will have to build against it. That tends to remove a lot of optimism.
Capabilities
Value diagnostics
Quantified opportunity mapping against your own financials, benchmarked against sector peers rather than generic indices.
Target operating model
Team topologies, funding model and governance designed for product ownership instead of project throughput.
Portfolio sequencing
Dependency-aware roadmaps that surface the prerequisite platform work before it becomes a critical-path surprise.
Investment case
Board-ready business cases with sensitivity analysis your CFO's team can interrogate and own.
Related insights
Operating model4 min read
Your architecture will look like your org chart whether you like it or not
Conway wrote this down in 1968. Sixty years on, most target architectures are still drawn without anyone checking who will be allowed to talk to whom.
Source: Melvin E. Conway, How Do Committees Invent?, Datamation, 1968
Programme risk6 min read
0.5%. That is how many big projects land on budget, on time and on benefits.
Flyvbjerg has the largest dataset on big projects anyone has assembled. The headline number should change how you plan, and usually does not.
Source: Bent Flyvbjerg & Dan Gardner, How Big Things Get Done, Currency / Penguin Random House, 2023
Operating model5 min read
Conway's Law, turned into something you can actually staff
Four team types and three ways they are allowed to interact. The constraint it optimises for is cognitive load, which is the one nobody budgets for.
Source: Matthew Skelton & Manuel Pais, Team Topologies: Organizing Business and Technology Teams for Fast Flow, IT Revolution, 2019
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Data & AI
Have a programme that has stalled between slideware and shipping?
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