The Digital Strategy Guide I Couldnt

Find (with examples and templates)

In This Post
1. Digital research to share with executives
2. Todays Digital priorities for enterprises
3. How to structure a digital strategy
4. How to conduct Digital Analysis
5. Creating inspiring Digital Objectives
6. Examples of Digital Scope
7. Examples of Successful Digital Governance Models

As you may know, there is no onesize-fits-all format for a digital

strategy.

Nevertheless, after tons of online research I havent been able to find a clear and thorough guide
to creating one!
The purpose of this post is to gather many of the most current planning approaches and share
them in as much detail as possible so that you can be confident about your digital
recommendations and get a strong return on effort out of your planning phase. Its quite long so
long, in fact that you deserve a table of contents (see left). Feel free to skip to the parts that are
most relevant to you. If you find it useful, please share! I would also love to hear your
thoughts, feedback and additions in the comments.

Is this a digital business strategy

or a digital marketing strategy?
The distinction between digital strategy and digital marketing strategy still seems to be up for
debate in the digital community. Seeing as both of these terms are relatively new (the term digital
strategist doesnt show up on Google trends until 2010) the definitions are rather subjective. The
profession is also evolving so quickly that it lacks regulatory standards, which makes finding an
authority on the definitions difficult.
Heres my best shot based on my research.

DIGITAL BUSINESS STRATEGY: A strategic framework for creating

and optimizing the digital business model.
As the writers of the digital strategy conference blog aptly point out, Digital Strategy is the
process of identifying, articulating and executing on digital opportunities that will increase your
organizations competitive advantage.
Heres a great example from Adrian Rodriguez of Adisar Consulting that I found through the
Digital Strategy group on LinkedIn.
The digital strategy is the strategic analysis (external environment, internal resources), strategic
objectives (vision, mission and objectives), strategic definition (platform, market, business model)
and strategic implementation of the digital business. For example, to decide to implement an
online store to sell top fashion shoes in the UK through Magento with drop-shipping inventory.
So, a Digital Business Strategy addresses topics like:

Can I digitally optimize the business model? If so, how?

How does Digital impact different business practices (sales, marketing, HR, production,
etc)?

Identifying KPIs like increasing sales, decreasing costs, optimizing production, etc.

Identifying and prioritizing strategic initiatives like creating enterprise apps to help
mobilize the workforce, or optimizing the website to increase lead generation.

DIGITAL MARKETING STRATEGY: A tactical plan for engaging with

customers in digital environments.
Often the process of creating a digital strategy and a digital marketing strategy can come
simultaneously. The marketing piece addresses how you will engage your audience.
Again, Adrian Rodriguez,
Digital marketing strategy is to define and implement a plan for marketing your business or
website online through tactics (SEO, SM, PR, SEM, content marketing) to get visits, convert into
customers and engage them.
Digital Marketing Strategy addresses topics like:

How can digital marketing improve the business marketing function?

What are the digital marketing channels we should use?

What models of customer engagement will we leverage?

What digital marketing programs / campaigns can be implemented?

How do they relate to current marketing programs?

How can we market the product in the Digital space?

Identify KPIs like increasing consumer reach, brand equity, sales, community size,
community engagement %, etc.

Who owns the digital strategy?

So, if digital strategy is about the business model and digital marketing is about customer
engagement, who owns the high-level digital plan? Whos paying for it, and whos accountable for
the results?
As you may have guessed, the answer varies depending on the industry, the company size, and
the overall needs of the organization. Some companies have gone as far as hiring for roles like
Director of Digital, Chief Digital Officer or Vice President of Digital Media. Others are using
their IT departments to drive the digital agenda. However, according to McKinsey, the firms that
are making the most progress have the chief executive personally involved. Its especially

common to see heavy CEO involvement in markets where digital disruption causes do-or-die
situations.

The case and current landscape of

Digital (that executives will want to
know)
We digital people often find ourselves having to make a case for investing in digital. This is
becoming less of a necessity in some industries especially when it comes to customer-facing
technology. According to IBM, 75% of Fortune 500 companies are taking steps to deploy HTML 5
mobile apps. Having to invest in digital is not much of a surprise to most CEOs and over half of
all enterprises plan to increase digital spending this year.
The digital landscape is presenting some hefty business challenges in the near future, so the
case for increasing your digital spend is easily compelling.

The 3 biggest digital challenges Enterprises are facing

1. Customer expectations
Customer expectations are extremely high, even in B2B markets. Even if your company is selling
to industrial buyers, they still have the technology expectations of any consumer. Americans
spend 2.7 hours a day on their smartphones, which means theyre getting daily exposure to world
class B2C customer experiences. They expect their banks to offer mobile deposits, their service
providers to have online help desks, and real-time production analytics on their B2B
manufacturing orders. In the next few years well see a large push to improve the customer
experience in industrial B2B markets like manufacturing, oil & gas, high-tech and construction
all driven by customer expectations.

Source: McKinsey | Principles for Competing in the Digital Age

2. Start-ups are bringing pain to big business

Companies who havent gone digital / mobile yet are nearing the danger zone. As you know,
Digital is blurring the lines between industries and market sectors, placing fresh demands on
leadership and organizational strategy. McKinsey director, Paul Willmott, is directing incumbent
companies to ask themselves are we even in the right industry anymore! Silicon Valley startups
are delivering on value propositions and cost structures that are difficult for incumbents to match.
As Willmott puts it,

A large incumbent in an industry thats undergoing digital

disruption can feel like a whale attacked by piranhas.
McKinsey | The Digital Enterprise
In the past, you may have only been concerned about one or two new entrants in your space.
Now there may be dozens each causing pain, with none individually fatal. PayPal, for example,
is taking slices of payment businesses, and Amazon is eating into small-business lending.
Digital-first start-ups often spark these new trends and are much faster and more agile than large
incumbents with their legacy systems. To established companies, these new entrants arent clear
adversaries. Its more like guerrilla warfare with multiple militia none of which appear to be
direct competitors. Their business model may often look very different than yours, but for your

customer they can quickly become substitutes. Watch what happens in The Valley their armies
are swiftly encroaching on the mountains.
McKinsey | The Digital Enterprise

3. Gaps in data security are preventing mobile initiatives

Just ask Target or Home Depot about critical issues in data security. 77% of CIOs are saying that
data security and user privacy concerns are the biggest challenges they face when they build and
implement a mobility strategy. Additionally, when asked about the main barriers preventing
mobility initiatives, 38% of companies lack security controls for new devices and clients. When
creating a digital strategy you may find yourself underestimating the complexities of securing your
mobile data, especially if youre not close to the day-to-day operations of your enterprise
systems. Keep your eyes wide open to these concerns.

Approaches and priorities to know

about before you start
In light of the 3 major digital concerns above, there are several approaches that companies have
started to take to combat these rapid changes.

1. Architecting end-to-end customer experiences

Companies are continuing to invest in customer-facing technology to create end-to-end
experiences, especially through mobile apps. 18% of overall marketing budgets are spent on
improving customer experience, and that number continues to grow. This approach seems to be
working seeing as 45.8% of customers feel that branded mobile apps cause them to visit the
stores, buy more of the products and services (40.4%), spread the word about their experience
(35.8%), and even encourage friends to visit the store (30.8%). Powerful stuff.

2. Reducing Costs Through Mobile Enterprise Solutions and Apps

Surprisingly enough, using technology for cost reduction might actually be more valuable than
customer-facing experiences when it comes to bottom-line impact. Just take a look at this
staggering stat:

These numbers are according to a year-long study by McKinsey stretching across ten industries.
Is that blowing your mind like it blew mine? We spend so much of our digital time generating
revenue and growing our brand but using Digital for cost efficiencies actually makes a bigger
impact on profit!
These types of internal cost-saving applications commonly include:

internal social networks

mobile business intelligence

mobile CRM

enterprise content management systems

production analytics

Many of these enterprise apps are used as an avenue to bypass the user interface on a legacy
system and move straight to a mobile or tablet experience. Not only does this make your
workforce more mobile, but it also allows you to manipulate and display old data in new ways
not to mention the improvement in employee morale.
This movement toward internal mobility is just beginning and is far from over. Fifty-five percent of
companies in an Appcelerator survey ranked mobility at the top or near the top of their priorities
list, and 66 percent plan to create employee-facing mobile applications.
Because this trend is still evolving and the information is often proprietary, the internet seems to
be lacking in case studies and examples. Ill do my best to keep looking for good examples, and

(when appropriate) Ill be publishing my own case study on the UX design I did for AmeriPride
Services using Microsofts Metro UI.

3. Shifts in Business Models

Due to the growing threats from digital-first businesses, many companies are forced to revisit
their business and operating models especially in customer-facing capacities. For example,
Xiaomi (a Chinese consumer electronics company) uses crowdsourcing to discover the best new
features for its mobile phones instead of investing heavily in R&D. Similarly, Telstra (Australias
largest telecommunications and media company) reduces cost and improves customer
satisfaction by crowdsourcing their customer service. Users can help each other solve basic
problems free of charge [McKinsey]. As you write your digital business strategy, consider the full
impact of digital on the entire organization.

Structuring The Master Plan

Your Digital Strategy should consist of 4 main parts.

1. Insights and Analysis: understanding the needs and priorities of the people who are at the
core of your digital revolution including your customers, stakeholders, employees and executives.
Analyze internal performance and sales data to understand where the biggest value is.

External Digital Analysis

Customer Experience Mapping

Digital Value Chain Analysis

2. Digital Framework: creating a framework that allows the company to addresses digital goals
and objectives.

The Iteration Model

Big Idea / Mission / Vision

Digital Objectives

UVP

3. The Digital Scope: addressing the companys approach to key areas of Digital and outlining
the purpose, objectives and key initiatives and challenges of each channel.

Website(s)

Online Content

Digital Advertising / SEM / SEO

CRM

Social

Mobile

ERP

4. Execution & Governance: Prioritizing the plan, taking into account which needs are the most
urgent and important as well as current resources, timelines and budgets.

Project priorities

Project team(s)

Accountability and Progress Reporting / KPIs

This is certainly not a quick little powerpoint presentation that you show your boss but its also not
as far-reaching as a traditional business plan. The truth is, as digital business models become
more agile were forced to create plans that are iterative. Unlike traditional business planning,
looking 3-5 years ahead is rarely realistic and accurate budgeting can be nearly impossible.
Your digital strategy should resemble a framework more than a business plan and should focus
on people, policies and priorities, as digital strategist, Paul Boag, points out in his article on
Smashing Magazine.
A digital strategy needs to focus more on creating policies, priorities and people.
The reason youre investing in digital innovation starts with people, which is why the best digital
plans are a healthy blend of empathy for the customer paired with technical chops.
Keep in mind that this process can apply to smaller business units within an enterprise.
Depending on the size of your company this may or may not be a company-wide strategy. If
youre a marketing director, you may not be too concerned with the ERP. If youre the technology
officer, you might not be interested in online content. Thats okay.
Also note that this is a process as well as a presentation. After we walk through each phase of the
process well talk about how to craft your deck.

Phase 1: Insights & Analysis

Oh, how often we find just how wrong our assumptions are. Just when you think you know your
stakeholders, research gives your petty opinions a good kick in the ass.
Research is time-consuming and expensive, but its nothing compared to the cost of a project that
failed due to lack of diligence.

a) External Analysis (the Digital Way)

Since your digital strategy is about examining the business model as a whole, I recommend
starting with an external analysis like Porters 5 Forces. If youre reading this, chances are youre
a business geek which means you may remember this model from school. The exercise allows
you to thoroughly consider and evaluate the digital threats and opportunities that could come
from outside the business.

To keep the exercise focused, only analyze the 5 Forces as they relate to the digital business
model. Heres a breakdown of how it works.

Rivalry Among Existing Firms

These are your direct competitors. Understand and capture the things theyre doing in their digital
programs today. Are your competitors building apps, acquiring start-up technologies or leveraging
new software? Identify the threats and opportunities.

Threat of New-Entrants
Think about the start-ups and companies that could become threats. This is where you would
identify those piraas we talked about earlier the many small companies and technologies that
could potentially ruin you at scale.

Threat of Substitutes
What companies, products and services are typically substitutes to you in the marketplace? This
is like identifying your version of the cheap knock-off Ray-Ban sunglasses made in China. Is
digital changing the substitutes game? Be on the lookout for new business models here. For
example, instead of hiring your research firm, companies might be paying a monthly subscription
to survey monkey and DIYing it.

Determinants of Supplier Power

For the digital world, supplier power could mean a few things. I could mean that you consider
what your suppliers are doing digitally but it could also mean that youre considering the power
that your digital suppliers have over you. For example, if youre locked in to a longterm hosting
and maintenance retainer with your website provider, that supplier may have too much power in
the relationship with little accountability for results. This could cause you to consider building
internal web maintenance capabilities to reduce that supplier power.

Determinants of Buyer Power

This factor is especially relevant to small to mid-size business units whose buyers are larger than
they are. In the digital world, one common power the buyer has is the ability to compare prices
and switch vendors without much consequence. Consider the power your digital buyer has and
how you can mitigate your risk in the customer relationship.

b) Customer Experience Mapping

Designing your customers experience starts with understanding and empathizing with their pain.
Hopefully, you already have customer / user personas that represent your key targets. These
personas shouldnt just be in a folder on your desktop I recommend having them printed and
on your wall so theyre always top-of-mind.
Heres an example from my work with Cornerstone Flooring.

If youre not confident that the personas you have today are accurate or up-to-date, take some
time to work on them then map their journey.
You can use Journey Mapping to outline the high-level experience of the customer lifecycle, then
break it down into smaller pieces and layer in other components like sales activity, brand touchpoints, and user experience for your website or app.

Heres an example of a journey map I put together for Cornerstones sales people to demonstrate
the sales process, the brands touch-points and the corresponding digital tasks that the team will
need to complete in their CRM and project management software.

Journey mapping is an essential part of your digital strategy because it forces you to empathize
with all of your users and stakeholders both internal and external. It also reduces confusion by
making the process crystal clear.

c) Digital Value Chain Analysis

Lets call on our good friend, Michael Porter, to guide us through a traditional internal analysis of
the value chain. Like the external analysis, well put a digital twist on it. Again, keep in mind that
this analysis may require an internal team, an outside consultant, or both.

Forresters report Six Steps to Becoming a Digital Business has some great examples of how
companies are digitally transforming their value chain. Ive included a few in this exercise.
Also keep in mind that this does apply to service businesses just as much as products. Language
like inbound logistics suggests that were only talking about a product business but truthfully
the process is just the same.
Starting with primary activities, take each business unit and break down its strengths and
weaknesses.

Inbound Logistics
Analyze the digital process of procuring goods from suppliers in the value-chain. Where are the
digital strengths and weaknesses? Do you have insight into your order status? Is the overall
process as efficient as it could be?
Embrace dynamic ecosystems, and you can connect your company and your suppliers together
to rapidly and automatically respond to changing conditions. Bosch, for example, is leading a
consortium of German manufacturers to define a standard for dynamic, automated manufacturing
that it calls Industry 4.0. Bosch aims to create Internet-connected, self-optimizing factories that
can automatically adjust to machine downtime or changes in supply of materials or order
demand. This digital ecosystem creates a dynamic supply chain, all the way from raw materials
providers to end consumers. Forrester

If youre a service business, think about the functions that make your deliverables possible. What
are the things you need before you can start creating value for your customers? For example, a
Corporate Litigation Firm needs its attorneys to stay in touch with the latest legal research and
continued education. Evaluate the digital aspects on the front-end of your value chain.

Operations
Again, strengths and weaknesses. Is your operations team happy with their software? Do you
have an accurate read on inventory? A great example:
Mobile operators Telefnica and Telenor created a value ecosystem called BlueVia to connect
ecosystem partners like Electronic Arts, Facebook, Google, Microsoft, and Samsung. BlueVia
opens up the combined data of 460 million subscribers to allow developers to build new services
for consumers and to use Telefnicas billing platform to take payments. Forrester

Outbound Logistics
Evaluate the technology you use in your distribution processes. How are your products and
services delivered to your buyers? Could you make this process easier or more pleasant for them
through the use of technology?
FedEx SenseAware exposes data about a packages environment to customers via an app,
allowing them to track the condition of sensitive packages in real time. Extending products and
services with digital technologies makes it possible to take greater mindshare within a customers
ecosystem of value. Forrester

Marketing & Sales

A big consideration here is customer data. Marketing and Sales often need to leverage many
online platforms for CRM, Content Management, E-Commerce, Business Intelligence, Lead
Nurturing and much more. The Big Data movement is hitting these customer-facing units hard
and the way you leverage your customer data should be regularly evaluated. So, strengths
whats going well in marketing and sales. Weaknesses what are you not able to do today. What
data do you not have visibility or easy access to. What technological barriers are keeping you
from segmenting, engaging and listening to your customers? What can be automated?

Service
This part of the exercise should focus on what happens after the purchase. What is the
customers service relationship with the brand long term. If they need help, can they get it
digitally? Service is all about your people are you empowering your people with the digital
tools they need? For example, Target is always one of the easiest places to return merchandise
because customers never need to bring their receipt or hassle with store credit. The funds go
straight back to the card you used for your purchase.

Phase 2: Digital Framework

Creating a framework that allows the company to addresses digital goals and objectives.
Now that we understand the current state of things, its time to cast an overall vision for what
digital will be doing for your company. This includes one big idea and your digital objectives.

a) Create Your Iteration Model

Like I mentioned before, Digital transformation is an evolutionary process not a traditional
business plan where we plan then execute over long periods of time. In fact, most digital work
should happen in 6-week sprints where you focus all of your energy on one important short-term
goal.
When thinking about the overall process you need to create a framework for how the company
will handle projects and expectations. Well touch on this more during the section on Governance,
but for now just understand that companies commonly use a process like the one in this graphic:

b) Distilled to One Big Idea

By this point, you should have a pretty good idea of what your digital framework will look like.
Since this initiative has such a big impact on the entire enterprise (or business unit), its just as
much of a sales pitch as it is a plan. Since your digital strategy is all about people, you need
people to believe in your ideas and adopt them as their own. Youre much more likely to succeed
if you distill your entire plan to one big idea that everyone can remember and believe in. Try to
sum it up in 5-7 words.

Examples:
We are
turning visitors into customers
going from great to irreplaceable
becoming our customers favorite company
This phrase is boiling the plan down to what matters most. Its the idea that everyone wants to
see happen. When your technology or marketing team is in the weeds, this big idea should
remind everyone why their work matters. Imagine yourself saying this to a project manager or a
marketing coordinator whos feeling burnt out or overwhelmed. Is it inspiring and genuinely
encouraging? Does it matter?
If its not coming to you now give it some time. Chances are it will come to you while youre in
the shower or on a long walk with your dog. You can also circle back to this exercise at the end of
your process.

c) Digital Base: Your Goals and Objectives

At a very high level, this is what you want your digital program to do for you. You describe both
the goal and the objectives that will be used to complete it. As with any goal setting exercise, the
more specific the better.
Here are our definitions for the purpose of this exercise:
Digital Goal: This crystalizes the thing that stakeholders want most. When you hear the C-suite
saying things like We just want to know if our sales people are actually following up with their
leads, thats an indicator of a broader goal like increase high-level visibility into the sales
pipeline and activity. Your immediate tendency is going to be to get more detailed by going into
all of the things that people want to see. I implore you hold off. There will be a time for getting
into the weeds, but the written product of this exercise needs to stay high-level.
Example:
Goal 1: Increase mobility for national sales force and account managers, giving them visibility into
the sales pipeline, account activity and company performance.
Objectives:
Seek and implement a CRM platform that is accompanied by a mobile app to capture and view
lead data on the road

Find or create a mobile tablet app for account managers that gives mobile visibility to current
account data in our inventory management and payment processing systems.
Youre using this exercise to knock out the big buckets. This is the high-level punch list that big
stakeholders like the C-Suite and the Board of Directors will be interested in. This is the digital
strategy that everyone will know and refer to, so be careful about what you put here. People will
come to think of it as gospel. Be sure to remind everyone that sees this that your strategy is a
living/breathing document. Its not the 10 commandments its more like the Bill of Rights.
Sometimes plans need to change. In the digital world, pivoting is the key. This is the plan for now.

3. Digital Scope
Addressing the companys approach to key areas of digital and outline the purpose, key
initiatives and challenges of each objective.
This is where things start to get a little hairy (and potentially exhausting for some audiences). In
your digital scope, youll take a deeper look at each objective you have outlined in your Digital
Base.
I cant tell you exactly what to put in your Digital Scope, so instead Ill try to provide some insights
on the most common objectives and channels.

a) Website(s)
69% of American consumers still say that branded websites are a huge factor in their buying
decisions. Companies are going through website redesigns all the time and chances are you
have one on your list. Having led several large redesigns myself over the last few years, here are
some of the highlights to keep in mind.

Start with content strategy and information architecture before planning technology

Use a plug-and-play model whenever possible

Have a blog engine inside of the site

Dont over-design: stick to the core principles of good design instead of getting caught up
in the latest design trends

Dont overbuild. Produce a minimum viable product, then test.

Create wireframes with unmistakable clarity and functional requirements

b) Online Content

If blogging is done strategically it can produce astounding results like more leads, larger email
lists, and better search traffic. Here are my best tips on doing content the right way.

Start with an editorial calendar that is informed by keyword research so you get the most
out of every piece of content.

Create long-form articles that add very significant value to the user not just short tips.
Your content needs to be better than every common 500-800 word blog post out there.
Hubspots blog is a great example of this.

If youre serious about your content program you should consider content marketing
software like Hubspot, Contently, Adobe Experience Manager or Kapost. A robust content
program is hard to manage without them.

Dont create content without a CTA. The purpose of your content should be to help grow
your business. You do want your reader to take some sort of action like signing up for a
webinar or requesting an e-book or white paper. Blogging loses its value without these
supplemental pieces of content.

Hire the right person for this. Someone with deep knowledge in the industry accompanied
by digital marketing chops. Pay them well and theyll produce great results.

c) Digital Advertising / SEM / SEO

Between Google algorithm updates and Facebook UI changes, this area of digital feels like it
changes daily. Here are the highlights:
Facebook and Google have ad programs specifically designed for mobile apps. You can target
very specific users and the links actually go straight to the app store.
Google is working hard to make the best search engine in the world, which means that theyre
creating a machine that is trying to search like a person would search. What are the things a
person searches for when looking for information? Well, things like:

credible sources

recommended by others

informative

relevant

visually educational

organized

appropriate

accompanied by a good user experience

Create blog posts and web pages that accomplish these things and youll generally be fine.

d) Customer Relationship Management (CRM)

The beautiful thing about CRM is that it forces process on both the sales side and the marketing
side. For businesses small and large, its obvious that you cant survive long without an integrated
CRM solution and plays nicely with your sales process and lead nurturing programs. When you
customize your CRM use that customer journey mapping example that I shared above. By
mapping out the entire sales process, you ensure that youre leveraging your CRM to the max.
e) Social
Social business is certainly a must-have in todays climate, but the truth is, social rarely impacts
the bottom line or drives sales. Its important to understand what role social business plays in
your organization and sales funnel.
There was a point when you could earn followers by just posting interesting content from others,
but the internet is so crowded today that just posting doesnt cut it. The new path to success in
Social is to integrate social into your other channels and customer experiences both online and
offline. Create opportunities for your customer to share.

Execution & Governance

Prioritizing the plan, taking into account which needs are the most urgent and important as well
as current resources, timelines and budgets.

Prioritizing your projects

There will be a lot of projects that you want to accomplish in your Digital Scope. When you move
into execution, its critical to have lazar-like focus on just a handful of projects (usually 3-5)
instead of overwhelming yourself with all of them.
To decide which projects go first, consider the impact each initiative will have on the following
factors:

Bottom-line

Employee morale

Productivity

Brand Equity

Customer Experience

You could even survey your teams on the impact that your Digital Scope will have on this list if
you want to get buy-in from several departments. Choose the handful of projects that will make
the biggest impact and commit the time, money and resources to get it done.

Iterative Governance Models

Toward the end of the strategy phase youll want to decide on a framework for how your digital
project teams should function.
If youve read the signs, you know that were moving toward a more project-based economy. By
the year 2040, 34% of Americas workforce is doing freelance work and that number is growing
every year. The traditional product launches of corporate America are becoming outdated with
their loads of hierarchy and meeting-heavy cultures.
Target recently learned this while internally creating their Cartwheel App. Target is known for
trying to accomplish big projects with large teams and lots of time. With over 300 product
managers inserting their ideas and opinions, the app may have never seen the light of day.
Targets Amber Reimer and her colleagues convinced leadership to adapt to a leaner governance
model inspired by the Lean Startup Methodology made famous by Eric Ries.
By creating a small leadership team exclusively for the project they were able to make decisions
significantly faster and more intelligently than they could with a larger group of decision makers.

The
lesson here is to think of your big digital projects like a startup inside of your corporation and treat
the board / c-suite like investors. Empower your teams to make critical decisions as a highfunctioning business unit, not a traditional department silo.

What would you add?

Are there other models and frameworks that youve been successful with? I would love to hear
about them in the comments below. Thanks for sharing![popdom id=2]