Integrating business and technology for transformational growth
summary
High Pages shifts from annual planning to a six-month strategy cycle that pairs top-down objectives with bottom-up team commitments, forcing teams to return feasible plans tied to OKRs tied to metrics (example target: move a conversion from 10% to 20%). Cross-functional squads prototype, remediate legacy blockers and track progress monthly through a living strategy (not a one-off slide show) captured in a 100-page strategy deck and Confluence links so changes surface and get acted on quickly.
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chapters (20)
- 0:00Welcome
- 3:56Audience participation with Slido
- 5:21Tech core and integrated strategies
- 7:08Strategy in business and technology
- 10:02Jeremy Burton’s CDO journey
- 13:54Cone analogy for unified strategy
- 15:39High Pages’ six-month strategy
- 21:11Documenting strategy across teams
- 21:53Operationalizing strategy with OKRs
- 23:41Tactical work versus strategic goals
- 27:32Technical outcomes to business value
- 28:15Craft of strategy making
- 33:50Refining strategy continuously
- 34:14Tracking market trends
- 38:05Q&A
- 39:30Legacy modernization as enabler
- 43:20Measuring employee value
- 45:46Performance culture with Jeremy
- 47:12Incentivizing quality teams
- 51:08AI’s role in strategy
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