Because we're in an industry that is evolving and new,
we tend to only look at strategy in one year increments.
So why do we look at strategy in a one-year increment on a short-term basis?
Our industry is a new industry, it's providing deep analytics for
buildings to the whole building ecosystem and
because of that, and because of the nature of the market we serve,
there are a lot of things that are still new and undiscovered.
And what I don't want, or what we have not wanted to do as a team,
is have too much inflexibility in our approach.
In fact, we tend to look at strategy from a fast fail perspective.
We prefer to iterate, get to the market, have our customers react to what we're
providing to them both at the technical level and even on the messaging level.
And then reiterate quickly and pivot all parts of our organization around that and
so, in that framework, going too far beyond 12 months can be a little silly.
The tools I like to use that I have kept from business school
a primarily five forces analysis.
But I would say that, imporrter, but what I really like the most,
is once I've developed the strategy, and because we're in this an emerging
industry, we all look at competitive pivots and fails.
So we're very, clear about competitor strategy in what we're doing.
We believe that there been a lot of false starts
by competition and there's certain DNA out there that we can learn from.
We want to be clear about what our distinctive capabilities are visa a vie
our competition and the messaging that they our using versus our messaging.