Most "digital transformation" programs fail because they are run as software projects. We treat them as operating-model changes that happen to use software — different sequencing, different sponsors, different definition of done.
Where we tend to be useful
We are most useful to mid-market and corporate clients in the messy middle: the ERP selection that needs to survive a board, the reporting layer that needs to be trusted by the CFO, the process redesign that needs to land without breaking the operating rhythm. We are software-agnostic — our recommendations are built around the business, not the vendor list.
Dashboards that survive
The management dashboard work in particular is something we keep coming back to. A useful dashboard is a small number of measures that the leadership team actually looks at every week — not a wall of charts. We build accordingly.
