Our mission is that our clients can act data-driven in their daily operations. For us at Seita, this means that our clients, when dealing with data, are empowered to:

  1. Discover new customer value continuously
  2. Understand the risks they take
  3. Own the process

“Acting data-driven” – that is a grand theme. To really empower our clients we’ll have to describe the state of the organisation which we envision for our clients. We need a model to describe where they are and where they will go! From our professional experience (and in collaboration with Ampact), we developed our Tech Empowerment Model.

It consists of the aforementioned three powers and the three segments within a client’s business on which they stand. With the tech empowerment model, you’ll be able to connect what you want to achieve (powers) with what you are doing (segments).

In each segment, we can dive deeper and identify goals and capabilities, but let’s first take a high-level view, shall we?

Main view

Three powers, three segments


I’ve discussed the three powers, which we made it part of our mission for our clients to achieve: Value Discovery, Risk Weighing, Ownership. Why did we choose these three?

We believe that technology is useless without people directing it. Digital technology can help discover great customer value, but your team still has to make the discoveries. Digital technology is not only powerful, but also expensive, so when using it, one needs to weigh the risks of wrong timing or wrong directions. And your management team needs to make the final decision where to go — decisions should be made by someone who experiences ownership. Our clients and Seita will discuss the options and do the risk weighing together, but the client is the owner, and they should feel that way.


Powers don’t come about by saying their names. We thought long and hard about what underlies these kinds of successes, based on our professional experiences. The three segments which we know are crucial for a successful data-driven organization are:

  1. Data
  2. Team
  3. Product

Even if today you don’t process a lot of data, you’re here because you know you should will when you scale up. And even if your team and/or product today have little to do with data today, being data-driven means this should change. We’re here to discuss the how.

These three segments and our three powers are not related one-by-one. Instead, each power is achieved when two underlying segments “click”. The graphic shows that nicely. Let’s go around, looking at powers one by one, against the clock, and see how underlying segments are crucial to achieving them:

Value discovery requires that the right data is known and that the product process is capable of bringing that data into features. Managing risk also requires a product process which is capable of finding out what does not work (and stop doing that), while building a team the right way plays a huge factor in whether this is possible and also is a huge cost center in itself. Having ownership of the process is certainly hard if there is no technical person on staff (if, say, all technical expertise is by consultants or out-sourced) — a healthy mix is probably reasonable. Finally, data also plays a huge part in having ownership. If all that data is governed by service providers (for example, all your dashboards are made and hosted by some third party), you might not feel empowered enough to succeed.

The trick is to find out exactly how all this applies for a specific case — your case. It pays off to look a little deeper under the hood of these segments:

Detailed view per segment

Goals & Capabilities

At this stage, our thinking is driven by two questions: In the theme of acting data-driven in their operations, which goals should we set for a client in each segment? And which capabilities let our clients accomplish these goals?

Segment goals

Let’s first list the goals. We’ll explain why we formulated each goal and how our advice usually looks like. Each goal is combined with a constraint (decisions, time, costs), which should force us to think of the context for which these goals are crucial.


Right Insights for the Right Decision

The purpose of having data should be that it can be turned into insights, which can facilitate decisions.

As a starting point, we advise to start quizzing the crucial decision makers in your company what information they need and if they currently can access that information in a timely manner.


Right Skills at the Right Costs

These days, everybody is worried to find and hire tech skills. As the costs for data talents can be quite high, this can make or break a business.

We advise to find the right mix between high experience (e.g. by consultants) and in-house development (growing employee skills).


Right Validation at the Right Time

Searching for product features means to validate from many options. Your team should become skilled at always considering the coice which at the time has the highest potential customer value.

We advise to use the methodologies from lean startup design and agile development.

Segment capabilities

To be able to concretely spell out what each segment might be accomplishing in a data-driven state, we formulated capabilites per segment. Each capability adds huge value and needs a plan, concerning who, why and when.


  • Dashboards
  • Business Intelligence
  • Machine Learning


  • Rapid Prototyping
  • Agile processes
  • Scalability


  • Affordable and effective developer structure
  • Capable staffing

Get started

We are working with this model in our Technology Roadmap Workshop.