Strategy is the glue that holds our digital efforts together, from project planning and management to business intelligence and supporting our client partners in making good decisions. For over a dozen years, we’ve helped many top retail brands build solid foundations for successful digital experiences for their customers.Delivery of digital solutions is a complex and relatively abstract process. As strategists, we have to be exceptional communicators to make sure what we deliver fulfills what clients want, need, or expect. The complexity comes when you’re talking to non-technical people about technical requirements, or what’s possible with a technical product. The need to make sure you do proper intake is large. How, after all, can we agree about what the result is when the digital solution is just a vision in everyone’s mind?

Delivery of digital solutions is a complex and relatively abstract process. As strategists, we have to be exceptional communicators to make sure what we deliver fulfills what clients want, need, or expect. The complexity comes when you’re talking to non-technical people about technical requirements, or what’s possible with a technical product. The need to make sure you do proper intake is large. How, after all, can we agree about what the result is when the digital solution is just a vision in everyone’s mind?It’s our job as good partners to ask the hard question—“What are you trying to accomplish?”—before we take the stand for or against a certain solution.

It’s our job as good partners to ask the hard question—“What are you trying to accomplish?”—before we take the stand for or against a certain solution.

There is nothing worse than missing the entire point of an exercise because tough questions like “Why do you want this particular solution? What do you believe it will solve?” were not asked up front. Good strategy teams ask hard questions to get to a great solution.

There is nothing worse than missing the entire point of an exercise because tough questions like “Why do you want this particular solution? What do you believe it will solve?” were not asked up front. Good strategy teams ask hard questions to get to a great solution.Big surprises with big impacts are not uncommon in the digital age. However, there are always ways to make sure that those surprises are handled in a way that doesn’t take the project off the rails—giving the client what they want and helping our team succeed.

Big surprises with big impacts are not uncommon in the digital age. However, there are always ways to make sure that those surprises are handled in a way that doesn’t take the project off the rails—giving the client what they want and helping our team succeed.Comprehensive project planning, published schedules with important milestones, and frequent communication ensure there are never any major surprises. Projects have to adjust just like people do, and none of the people involved in the project should find out about a big shift in the form of a weekly status report. Immediate attention is always needed when a shift means that more money, time, or people will be required to finish the work.

Comprehensive project planning, published schedules with important milestones, and frequent communication ensure there are never any major surprises. Projects have to adjust just like people do, and none of the people involved in the project should find out about a big shift in the form of a weekly status report. Immediate attention is always needed when a shift means that more money, time, or people will be required to finish the work.

The success of our team is truly reliant on creating an agreement at the beginning and communicating well to everyone when a change is needed. A well-prioritized list and solid understanding of the “want” versus “need” nature of each item gets us many steps closer to success. With this list in place, the discovery of new requirements or variables can be more easily mitigated by readjusting the list items to make room for a change.

When moments arise that require us to deliver news to clients of new discoveries beyond our initial planning conversations, a sense of nervousness set in. (How do you not dread a conversation with so many possible outcomes?) Of course, moments like that do occur. But with the proper planning for the conversation—and having it promptly—it’s really likely that we can get past the request for money, time, or shifting other tasks to keep a project on the rails.

Scope creep happens even under the best of circumstances. The way we handle it at Copious sets our teams and clients up for success. As soon as an issue is discovered that will change cost, schedule or resources, we call a meeting with our client partners and discuss the options. We love to come to the table with our best recommendation that allows for a flexible timeline. By being proactive and by making good recommendations, we can always come out of the hard conversations with a solid solution that everyone can agree to support.

Our team is full of technical and creative project managers and strategic business thinkers that look at client problems with a long-term vision. A programmatic approach helps our clients to be successful in launching everything from omnichannel solutions to responsive commerce experiences.