Three weeks to a plan leadership can act on
A fixed scope review of how your digital function is organised, staffed, supplied and measured. It ends with a 12 month plan and the first three actions agreed.
Five signs a review is worth doing
- Several vendors are engaged and nobody clearly owns the outcome.
- Websites and apps are live, but visitor and booking data is not joined up.
- A CRM was bought and is barely used.
- The digital team has grown without clear roles or decision rights.
- Leadership does not trust the numbers it is shown.
Six areas, one plain question in each
Operating model and governance
Who decides, who owns what, and how is work prioritised?
Team and roles
Is the structure right, and where are the skill gaps?
Vendors and contracts
What does each vendor deliver, at what cost, and where do they overlap?
Platforms
Do the website, app, booking and CRM platforms fit the need?
Customer data and CRM
What is captured about visitors, and is it used?
Reporting
Does leadership see numbers it can trust and act on?
From first interview to an agreed plan
Listen
Interviews with leadership, the digital team and key vendors, and a review of existing documents.
Analyse
Analysis across the six areas, and a first read of findings shared with the sponsor.
Decide
Final findings, the 12 month plan, and a session with leadership to agree the first three actions.
Four documents and one leadership session
All written so they can be acted on without further consulting.
- A findings report. What works, what does not, and why, area by area.
- A 12 month plan. Priorities in order, with an owner and a rough cost for each.
- A governance model. Decision rights, roles and the meeting rhythm that keeps the function running.
- A vendor assessment. Keep, change or exit for each vendor, with the reasons.
- A leadership session. The findings presented, and the first three actions agreed.
Start with a short conversation
Tell us about your digital function and what is not working.
Ask about a review