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Hello, my name is Phil Heywood.
I'm a Digital Strategist
Nothing is more important in business than getting the desired results, be that profit, social impact or whatever. Digital has the potential to be an effective force multiplier, but many businesses don't know how to use it to achieve their goals.
As a Digital Strategist, I help businesses clearly define their goals, understand the challenges they face, and create a roadmap to measurable success.
Strategy Clients
A partial list of clients I've been proud to work for as a Digital Strategist, in alphabetical order.
Mace Group
Rushmoor Borough Council
University of East London
University of Leicester
Digital Maturity Assessments
Investment in digital technology isn't enough. If the business doesn't have the leadership, resources and skills necessary to take full advantage of the tools, their return on that investment will be disappointing.
At Redweb, I devised a digital maturity assessment that helped clients understand their strengths and weaknesses with respect to their operations, audience awareness, technology, leadership, and culture—then recommend the best course of action for them.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
1 of 2. Digital maturity questionnaire
I devised a questionnaire based on the Deloitte model, with the goal of helping clients quickly understand their digital strengths and weaknesses.
2 of 2. Digital maturity visualisation
For this client, I plotted their assessment against some other examples to put their results into context, and to make it easier to visualise the areas that need most attention.
Stakeholder Enagement
Without communicating with the right people, in the right way, and at the right times, we cannot guarantee that our solution will be aligned with the business strategy. Stakeholder engagement is critical to mkaing sure we are focused on the right areas, and that everyone whose opinions needs to be heard are kept in the loop.
For each project, I run a stakeholder mapping exercise to create an accurate representation who we need to involve, and how.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Stakeholder map
In collaboration with the rest of the Project Board, I use digital whiteboard software (Miro) to map each Stakeholder in terms of their RACI category, and connect them to visual their relationships.
Vision Sprints
Just as critical as knowing the business's strategic goals, is gaining enabling the entire project team have a shared understanding of their aspirations and challenges.
In conjunction with my UX colleagues at Redweb, I modified a set of activities originated by Strategyzer to be facilitated remotely.
1 of 5. Business Model Canvas
A useful starting point always is to understand and document the client's business model. I do this to ensure I have an overview of how they operate, and ensure we don't leave anything important out later.
2 of 5. Value Proposition Canvas
This exercise plots the business proposition against the needs of their customers. Value does the business they bring, and what sets it apart from the competition? This helps us focus in on the things that will provide the biggest impact.
3 of 5. SMART Sailing Boat Canvas
This is one of the most valuable activities I facilitate—participants get the chance to brain-dump, safely, their thoughts about where the business currently stands digitally, and where they aspire to see it develop. This can be enlightening to everyone involved, especially when we invite people with a broad range of skills and experience.
4 of 5. Contextualise the Problem
Before we ideate our new solution, it helps to look at what has already been tried, what works and doesn't work, and the factors contributing to both. After all, we don't want to repeat past mistakes, but we do want to capitalise on successes.
5 of 5. Justify the Need
On the flip side, we want to start thinking about the business case for new solutions, and the investment required. Why should we invest, what will give us the best chance of success, and what would the future look like if we didn't go ahead?
1 of 5. Business Model Canvas
A useful starting point always is to understand and document the client's business model. I do this to ensure I have an overview of how they operate, and ensure we don't leave anything important out later.
2 of 5. Value Proposition Canvas
This exercise plots the business proposition against the needs of their customers. Value does the business they bring, and what sets it apart from the competition? This helps us focus in on the things that will provide the biggest impact.
3 of 5. SMART Sailing Boat Canvas
This is one of the most valuable activities I facilitate—participants get the chance to brain-dump, safely, their thoughts about where the business currently stands digitally, and where they aspire to see it develop. This can be enlightening to everyone involved, especially when we invite people with a broad range of skills and experience.
4 of 5. Contextualise the Problem
Before we ideate our new solution, it helps to look at what has already been tried, what works and doesn't work, and the factors contributing to both. After all, we don't want to repeat past mistakes, but we do want to capitalise on successes.
5 of 5. Justify the Need
On the flip side, we want to start thinking about the business case for new solutions, and the investment required. Why should we invest, what will give us the best chance of success, and what would the future look like if we didn't go ahead?
1 of 5. Business Model Canvas
A useful starting point always is to understand and document the client's business model. I do this to ensure I have an overview of how they operate, and ensure we don't leave anything important out later.
2 of 5. Value Proposition Canvas
This exercise plots the business proposition against the needs of their customers. Value does the business they bring, and what sets it apart from the competition? This helps us focus in on the things that will provide the biggest impact.
3 of 5. SMART Sailing Boat Canvas
This is one of the most valuable activities I facilitate—participants get the chance to brain-dump, safely, their thoughts about where the business currently stands digitally, and where they aspire to see it develop. This can be enlightening to everyone involved, especially when we invite people with a broad range of skills and experience.
4 of 5. Contextualise the Problem
Before we ideate our new solution, it helps to look at what has already been tried, what works and doesn't work, and the factors contributing to both. After all, we don't want to repeat past mistakes, but we do want to capitalise on successes.
5 of 5. Justify the Need
On the flip side, we want to start thinking about the business case for new solutions, and the investment required. Why should we invest, what will give us the best chance of success, and what would the future look like if we didn't go ahead?
1 of 5. Business Model Canvas
A useful starting point always is to understand and document the client's business model. I do this to ensure I have an overview of how they operate, and ensure we don't leave anything important out later.
2 of 5. Value Proposition Canvas
This exercise plots the business proposition against the needs of their customers. Value does the business they bring, and what sets it apart from the competition? This helps us focus in on the things that will provide the biggest impact.
3 of 5. SMART Sailing Boat Canvas
This is one of the most valuable activities I facilitate—participants get the chance to brain-dump, safely, their thoughts about where the business currently stands digitally, and where they aspire to see it develop. This can be enlightening to everyone involved, especially when we invite people with a broad range of skills and experience.
4 of 5. Contextualise the Problem
Before we ideate our new solution, it helps to look at what has already been tried, what works and doesn't work, and the factors contributing to both. After all, we don't want to repeat past mistakes, but we do want to capitalise on successes.
5 of 5. Justify the Need
On the flip side, we want to start thinking about the business case for new solutions, and the investment required. Why should we invest, what will give us the best chance of success, and what would the future look like if we didn't go ahead?
1 of 5. Business Model Canvas
A useful starting point always is to understand and document the client's business model. I do this to ensure I have an overview of how they operate, and ensure we don't leave anything important out later.
2 of 5. Value Proposition Canvas
This exercise plots the business proposition against the needs of their customers. Value does the business they bring, and what sets it apart from the competition? This helps us focus in on the things that will provide the biggest impact.
3 of 5. SMART Sailing Boat Canvas
This is one of the most valuable activities I facilitate—participants get the chance to brain-dump, safely, their thoughts about where the business currently stands digitally, and where they aspire to see it develop. This can be enlightening to everyone involved, especially when we invite people with a broad range of skills and experience.
4 of 5. Contextualise the Problem
Before we ideate our new solution, it helps to look at what has already been tried, what works and doesn't work, and the factors contributing to both. After all, we don't want to repeat past mistakes, but we do want to capitalise on successes.
5 of 5. Justify the Need
On the flip side, we want to start thinking about the business case for new solutions, and the investment required. Why should we invest, what will give us the best chance of success, and what would the future look like if we didn't go ahead?
1 of 5. Business Model Canvas
A useful starting point always is to understand and document the client's business model. I do this to ensure I have an overview of how they operate, and ensure we don't leave anything important out later.
2 of 5. Value Proposition Canvas
This exercise plots the business proposition against the needs of their customers. Value does the business they bring, and what sets it apart from the competition? This helps us focus in on the things that will provide the biggest impact.
3 of 5. SMART Sailing Boat Canvas
This is one of the most valuable activities I facilitate—participants get the chance to brain-dump, safely, their thoughts about where the business currently stands digitally, and where they aspire to see it develop. This can be enlightening to everyone involved, especially when we invite people with a broad range of skills and experience.
4 of 5. Contextualise the Problem
Before we ideate our new solution, it helps to look at what has already been tried, what works and doesn't work, and the factors contributing to both. After all, we don't want to repeat past mistakes, but we do want to capitalise on successes.
5 of 5. Justify the Need
On the flip side, we want to start thinking about the business case for new solutions, and the investment required. Why should we invest, what will give us the best chance of success, and what would the future look like if we didn't go ahead?
Keeping the Solution Aligned
A danger for any project, especially over the long term, is that the solutions we implement drift away from the fundamental strategic goals. My job as a Digital Strategist is to provide a compass to navigate potential diversions.
For Rebweb, I devised a framework to assist with this navigation, and to ensure everything we implement can trace back to a measurable goal that aligns with the overarching strategy.
Themes
Themes are the broad strategic business goals that all solution need to serve. They may change, but only rarely over time unless the business undergoes some kind of seismic change.
Initiatives
Initiatives are changes in customer behaviour that will deliver results, like making more purchases to increase revenue (the strategic goal). These are expressed as "How might we..." to invite ideas and innovation. These have associated KPIs.
Epics
Epics are solutions that meet the challenge posed in an Initiative, or in other words, ways we can effect the change in customer behaviour. Not all Epics will be implemented, but those that are should deliver on the stated KPIs.
User Stories
As per standard Agile methodolgy, User Stories are requirements written from the perspective of the various users of the Epic, which contribute to the eventual design and implementation.
Tasks and Outputs
User Stories are split into implementation tasks, and the results, or outputs, are what get launched. Via this framework, each output should be aligned, and controbute, to the overarching strategic business objective.
Themes
Themes are the broad strategic business goals that all solution need to serve. They may change, but only rarely over time unless the business undergoes some kind of seismic change.
Initiatives
Initiatives are changes in customer behaviour that will deliver results, like making more purchases to increase revenue (the strategic goal). These are expressed as "How might we..." to invite ideas and innovation. These have associated KPIs.
Epics
Epics are solutions that meet the challenge posed in an Initiative, or in other words, ways we can effect the change in customer behaviour. Not all Epics will be implemented, but those that are should deliver on the stated KPIs.
User Stories
As per standard Agile methodolgy, User Stories are requirements written from the perspective of the various users of the Epic, which contribute to the eventual design and implementation.
Tasks and Outputs
User Stories are split into implementation tasks, and the results, or outputs, are what get launched. Via this framework, each output should be aligned, and controbute, to the overarching strategic business objective.
Themes
Themes are the broad strategic business goals that all solution need to serve. They may change, but only rarely over time unless the business undergoes some kind of seismic change.
Initiatives
Initiatives are changes in customer behaviour that will deliver results, like making more purchases to increase revenue (the strategic goal). These are expressed as "How might we..." to invite ideas and innovation. These have associated KPIs.
Epics
Epics are solutions that meet the challenge posed in an Initiative, or in other words, ways we can effect the change in customer behaviour. Not all Epics will be implemented, but those that are should deliver on the stated KPIs.
User Stories
As per standard Agile methodolgy, User Stories are requirements written from the perspective of the various users of the Epic, which contribute to the eventual design and implementation.
Tasks and Outputs
User Stories are split into implementation tasks, and the results, or outputs, are what get launched. Via this framework, each output should be aligned, and controbute, to the overarching strategic business objective.
Themes
Themes are the broad strategic business goals that all solution need to serve. They may change, but only rarely over time unless the business undergoes some kind of seismic change.
Initiatives
Initiatives are changes in customer behaviour that will deliver results, like making more purchases to increase revenue (the strategic goal). These are expressed as "How might we..." to invite ideas and innovation. These have associated KPIs.
Epics
Epics are solutions that meet the challenge posed in an Initiative, or in other words, ways we can effect the change in customer behaviour. Not all Epics will be implemented, but those that are should deliver on the stated KPIs.
User Stories
As per standard Agile methodolgy, User Stories are requirements written from the perspective of the various users of the Epic, which contribute to the eventual design and implementation.
Tasks and Outputs
User Stories are split into implementation tasks, and the results, or outputs, are what get launched. Via this framework, each output should be aligned, and controbute, to the overarching strategic business objective.
Themes
Themes are the broad strategic business goals that all solution need to serve. They may change, but only rarely over time unless the business undergoes some kind of seismic change.
Initiatives
Initiatives are changes in customer behaviour that will deliver results, like making more purchases to increase revenue (the strategic goal). These are expressed as "How might we..." to invite ideas and innovation. These have associated KPIs.
Epics
Epics are solutions that meet the challenge posed in an Initiative, or in other words, ways we can effect the change in customer behaviour. Not all Epics will be implemented, but those that are should deliver on the stated KPIs.
User Stories
As per standard Agile methodolgy, User Stories are requirements written from the perspective of the various users of the Epic, which contribute to the eventual design and implementation.
Tasks and Outputs
User Stories are split into implementation tasks, and the results, or outputs, are what get launched. Via this framework, each output should be aligned, and controbute, to the overarching strategic business objective.
Themes
Themes are the broad strategic business goals that all solution need to serve. They may change, but only rarely over time unless the business undergoes some kind of seismic change.
Initiatives
Initiatives are changes in customer behaviour that will deliver results, like making more purchases to increase revenue (the strategic goal). These are expressed as "How might we..." to invite ideas and innovation. These have associated KPIs.
Epics
Epics are solutions that meet the challenge posed in an Initiative, or in other words, ways we can effect the change in customer behaviour. Not all Epics will be implemented, but those that are should deliver on the stated KPIs.
User Stories
As per standard Agile methodolgy, User Stories are requirements written from the perspective of the various users of the Epic, which contribute to the eventual design and implementation.
Tasks and Outputs
User Stories are split into implementation tasks, and the results, or outputs, are what get launched. Via this framework, each output should be aligned, and controbute, to the overarching strategic business objective.
Innovating, Experimenting and Measuring
At Redweb, I instigated the introduction of BizDevOps as an improvement over our existing DevOps process. The goal of the additional 'Biz' loop is to ensure there is always room for ongoing performance reviews, strategic alignment checks, co-creation and innovation, all while ensuring the strategic business and customer goals are in focus.
The slides in the gallery below show how I visualised and explained it to Redweb's leadership and clients, leading to adoption by both.
Introducing BizDevOps
Overview of the Biz phase
The Orient stage
The Align stage
The Ideate stage
The Approve stage
Introducing BizDevOps
Overview of the Biz phase
The Orient stage
The Align stage
The Ideate stage
The Approve stage
Introducing BizDevOps
Overview of the Biz phase
The Orient stage
The Align stage
The Ideate stage
The Approve stage
Introducing BizDevOps
Overview of the Biz phase
The Orient stage
The Align stage
The Ideate stage
The Approve stage
Introducing BizDevOps
Overview of the Biz phase
The Orient stage
The Align stage
The Ideate stage
The Approve stage
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