1. Implementation and assessment of “Digital New Era Maturity Survey” with middle and high-level management 
     
2. Portraying company’s current strategy/business model with one on one interviews with middle and top managers, modelling strategy/business model, identification of inconsistencies and risks
    
3. Defining risks: 
    
A. At first stage rapid scanning of competitors and potential competitors and then their listing through one on one interviews with middle and top managers and classification of them. 

Generic classification:

a. From same segment, 
b. From same sector different segment,
c. From same sector supplier, buyer, seller etc.
d. From adjacent sector and same value network supplier, buyer, seller, substitute, alternative, complementary etc.
e. From different country/region
f. From totally different sector and from outside of value network

B. At first stage rapid scanning of game changer competitor companies that have alternative strategy/business model powered by digital technologies. Then identification of game changer companies with one on one interviews with middle and top managers. Finally, portraying and modelling of strategy/business model.

C. Conjectural forecasting on competitors’ moves that pose or could pose a threat with the support from digital technologies 

Scope: 
 a. business model change
 b. product and service development 

4. Defining opportunities

A. In the half day long “Alternative Strategy/Business Model Search Workshop” which will be joined by high-level managers, beginning with strategies of 3 game changer companies that would help to look at the company strategy with a different eye. Next, inspired by them, in the brainstorming session you will come up with many new ideas, alternative to your company’s strategy, and finally you will identify the ones best suitable for working on among them

Note: Repetition of Alternative Strategy/Business Model Search Workshop with new game changer strategy examples 2 times with 3 months intervals.
     
B. Development of digital projects, which will protect the company from disruption and accelerate it to become disruptive company, by our digital technology and strategy experts 

Scope of Projects:
i.    developing current product and service
ii.    innovating new product and service
iii.    developing current business model
iv.    innovating new business model

5. As a result of Disruptive Technology Risk and Opportunities Sensor, presentation of 3 recommendations and 3 project suggestions