ExecuSense, LLC

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"70% of a concept can not be expected to deliver 100% of the anticipated value."
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If you think the term is vague and confusing, chances are you probably need one.

It doesn't need to be a big one, an expensive one, or take a half a year to develop, but failing to look at your business holistically (yes, I said holistically) is going to result in wasted time and money.

Digital strategy is not about choosing between a million different technology solutions, digital products, marketing platforms and picking the right one. Digital is about choosing the right solutions for YOUR BUSINESS and then customizing each one to support your (not the other way around).

As a digital strategy , I work differently. I help you build a roadmap that is -first, data-driven, phased, budgeted and achievable. I help you source the right suppliers and pick the right products. I help you tell a story that will attract investors, gain approval from board members, and most importantly, inspire your .

Again:

If you think the term is vague and confusing, chances are you probably need one.

My husband and I were out recently and were chatting with a senior Microsoft employee who was lamenting over the recent layoffs in his division. At the same time, he was defending the company by saying they had strategically chosen to release the bottom 10% of performers which I found interesting. I quickly pointed out that what he described was the tried and trusted bell curve, and the only issue with his logic is that an entirely new chunk of employees who were "safe" yesterday were going to fall into that bottom percentile and overnight be vulnerable; including him.

The blank look on his face led me to believe that he understood my point. While I'd like to think a lot of thought and analysis went into the decision, the company's communication on how those affected were selected was seriously flawed. It put ALL of the accountability on those who were laid off. No discussion on over-hiring, under-performance of the company, or factors going on in the world. It wasn't the fault of management, of the strategy, of those tasked with building out the roadmap for the organization as a whole. It was the fault of the employees who found themselves in the bottom 10% of a mathematical model that by definition, describes EVERY SINGLE population of ANYTHING that ever existed.

should be dynamic. It should be driven by around company-wide KPIs and not static, point-in-time, snap-shots. Bell curves don't account for changes in performance over time. They don't account for relational statistics. They don't provide multi-dimensional views into individual contributions. Most importantly, they don't take into account the gradual shift in the "definition of success" over time.

When helping businesses develop their , I focus heavily on scalable growth. I look at how things are being done, evaluate the tools being used, the data that drives decision-making, and I identify sub-strategies for growing in the most efficient way possible going forward.

Failing to balance continuous scaling as you grow will eventually result in painful and dramatic corrections. Is your company focused on scalable growth or is the proverbial can being kicked down the road?