Showcases structured tools and frameworks—both proven and original—to diagnose, plan and drive business performance more systematically.
Project-based learning bridges theory and practice, energizing teams and building critical skills. In companies and business schools alike, “learning by doing”—through cases, workshops, or bootcamps—enables participants to apply what they’ve learned to real-world challenges, generating tangible value and ensuring continuity between academic training and corporate performance.
The T.I.E.R. Digital Framework© is a universal model to analyze any website or app through four essential layers: Transactional, Informational, Experiential, and Relational. While the weight of each layer varies by purpose, all are always present. This model helps validate whether a digital platform is truly serving its intended goals by revealing imbalances, guiding improvements, and aligning design with strategy.
Let’s take a closer look…
Product-Led Growth (PLG) has transformed SaaS by making the product itself the engine of growth. But is this model exclusive to software? While applying it outside the digital space comes with challenges, brands like Nespresso, Tesla, and Gillette successfully implemented it long before the term even existed. The key lies in knowing when it works—and when it doesn’t. Can PLG thrive beyond SaaS? The answer isn’t obvious, but it’s more intriguing than you might think.
How we access digital products, services, or experiences is a key part of their value proposition. To succeed, a value proposition must solve a problem more effectively than existing solutions. This model emphasizes the cyclical nature of value delivery, rather than a linear process.
I developed this model after many years dedicated to both team management and technological tools research & analysis. I found it necessary to complement the economy/technology/society approach with an inner vision of ourselves within companies and what’s expected about our performance. This model has been applied in different situations and over time, and is also valid for entry-level positions, middle management and C-level executives.
Why do startups emerge? Do we understand the rationale behind a company (new or established) in its innovation process? This methodology, developed by Oriol Guitart, facilitates the analysis of new innovative solutions.