Technology initiatives fail for predictable reasons. Most can be traced to gaps in one of six dimensions. Skip any one and downstream risk compounds as cost, delay, or failed outcomes.
The 6DSense framework ensures nothing essential gets overlooked.
Each dimension represents a critical phase where leadership determines outcomes.
Clarity before commitment
A disciplined understanding of your current state, constraints, and true objectives. Discovery goes beyond interviews to uncover how work actually happens.
Most projects fail by optimizing for stated requirements instead of real behavior.
The reality layer
Deep understanding of the data that powers your business: structure, meaning, ownership, quality, and flow across systems.
Data is not a downstream concern. It shapes every future decision.
Intent meets constraint
Translating discovery and data reality into a coherent solution blueprint. Design is a series of deliberate tradeoffs, not just architecture.
Strong design balances what the business wants with what is feasible.
Execution under change
Building through configuration, customization, integration, and testing. Development is never linear. New information surfaces constantly.
Without strong leadership, teams either freeze or drift.
Value realized
Go-live execution including data migration, training, cutover, and change management. Deployment planning starts during design.
Technical readiness must be matched with user readiness.
Ongoing ownership
Sustained leadership after implementation: strategy, optimization, governance, team development, vendor management, and oversight.
Technology degrades without ownership. Roadmaps drift. Risks compound.
Security is not optional and it is not a phase. It must be considered in Discover, respected in Data, designed deliberately, enforced in Development, validated in Deployment, and actively governed in Drive.
Anything less is exposure, not strategy.
The framework defines what matters. My role is ensuring each dimension gets the leadership it requires.
Hands-on stakeholder interviews, process mapping, and data analysis. This is where most initiatives go wrong. I do not delegate this work.
Setting direction and bringing in the right specialists. Design stays grounded in what Discovery and Data revealed. No wishful thinking.
Overseeing teams, partners, and vendors. Keeping execution aligned with intent. Catching drift early before it becomes costly.
Strategy, optimization, team development, vendor accountability, governance, and security oversight. Outcomes endure because leadership continues.
Engage me when technology decisions matter, complexity is rising, or momentum has stalled. I am most effective at the front of an initiative to establish clarity and direction, and equally effective stepping in midstream to stabilize delivery.
If you are facing a critical technology decision or a project that cannot afford to fail, start with a conversation.
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