Bringing ideas and models from a lifetime of digital innovation to help your organisation become digitally fit.

We believe in digitally inspired change and can help your organisation to transform your thinking, identify new opportunities and support your people to adapt and learn new techniques or approaches to deliver transformational ideas, solutions and working environments. We not only help with vision and strategy and people change (often the hardest) but we also construct and lead delivery of large scale transformations in public and private sector organisations and across whole ecosystems.

1. Radically improve your customers’ and staff’s experience.
2. Increased productivity
3. Scope for new business models
4. Greater agility and innovation
5. Greater collaboration across the whole enterprise.
6. Improved competitiveness.
7. Transparent and open operating model
8. Faster ‘time to market’ and accelerated operations.
9. Greater insight through better use of data.

We start by assessing where your organisation stands—and where it wants to go. We look at its people, technology, and data. At its culture, leadership, and governance. And at industry trends and disruptions. We help you tie your digital transformation strategy to business outcomes and goals.

Transform ways of working and the operating model. Agile ways of working enable your organisation to respond quickly to change. So, helping you adopt agile is a key pillar of our digital transformation approach. We embed the behaviours and culture that foster cross-functional collaboration, iterative development, and an open minded approach to learning —one that enables people to adapt and innovate at digital speed. We’ll show you how you can use agile throughout the organisation. And just as importantly, we work to align governance, processes, and organisational structure with a more platform-driven—and less siloed—operating model.

Drive technology transformation. One of the most crucial elements of digital transformation is having a cloud based digital and data platform.  A launching pad for high-value digital products—including a data lake, APIs, and microservices —that will allow your organisation to build applications in a modular, scalable way and to readily access the data you need. We’ll help you create the right platform as well as the governance and processes that let you deliver new capabilities—and value. We also assess how new technologies, ecosystems, and partnerships, in areas such as AI, Machine learning and the Internet of Things can enhance transformation and spur new opportunities.

Implement outcomes. We work with your organisation to identify, prioritise, and implement high-impact use cases. This lets you create value quickly while demonstrating what digital technologies and ways of working can do for the business. This is a process in three stages: innovate (build a proof of concept and validate the business case), incubate (launch a minimum viable product and test and learn with agile sprints), and industrialise (run the technology and business process at scale). After an initial wave of use cases, the process repeats with the next wave—and so on.

Manage talent and build digital skills. Digital transformation is about evolving and augmenting—not replacing—human capabilities. We help companies develop their digital talent plans in areas like data science and human-centered design. We also help them zero in on the optimal location strategies and strike the right balance between insourcing and outsourcing. And we assist, from day one, in training, on-the-job learning, coaching, and upskilling—essential but often less successful elements of digital transformation.

That your digital ambitions are led from the top – with active sponorship of the CEO.

Ensuring an executive sponsor from your organisation is allocated to the engagement, communicates the rationale behind it and signs off any ‘Terms of Reference’.

Assisting in all possible ways to ensure that a contract, (and confidentiality agreement where necessary) is in place, in advance of any work commencing.

Ensuring all support is in place and access is granted for all and any required data, processes, policies, meeting rooms and nominated resources to enable successful delivery of the engagement.

Ensuring sponsor availability within the agreed timeline, to resolve any significant issues that may impact the timely completion of the engagement, if not resolved in a timely manner.

Provide support throughout service delivery using our World Class Professionals and Subject Matter Experts

Provide high quality deliverables in a timely manner and in line with agreements upon engagement with the client.

Provide deep insights and genuine value-add in all possible areas throughout the engagement

Provide progress updates and feedback at regular intervals, agreed in advance or at the engagement ‘kick off session.

Respect all personal and professional development of client team members throughout the engagement

1. Secure Executive (and Board) level buy-in

Senior management buy-in is key to major organisational changes. It is key from a budget and decision-making perspective and from a change championship perspective. Executive buy-in will enable your organisation to make decisions quickly and gain buy-in for those decisions across the organisation as a whole. If the leadership team take a proactive role in a digital transformation, they can also manage expectations about the transformation and share the organisation’s priorities as a first step. The opportunity for a smooth transition process and thus buy-in from the rest of the organisation can be lost without this.

2. Set clear targets

Poor communication can be the undoing of even the strongest convictions, and still lead to digital transformation failures. We will help you identify key milestones and targets for the organisation to aim for – ideally with low-hanging fruit first to help build momentum – before relaying the roadmap clearly to key stakeholder groups, and keeping them up-to-date through detailed communications plans. The frontline teams must also be clued into how close the group is to hitting its targets – providing a regular drumbeat with news and updates through channels such as newsletters, town hall meetings, and intranet articles.

3. Secure investment

Where to start?  Many organisations can often approach digital transformation in a cautious manner due to the large amounts of capital expenditure involved.  However, ultimately the phrase ‘you get what you pay for’ holds true, and only organisations willing to truly commit to the investment needed will be able to pull off a digital transformation.

We’ll help you identify those areas in which you can see a return on investment quickly, or where initial investment will help you scale fast.

4. Lighthouse projects

Organisations should initially target easy wins to help the build momentum toward loftier goals. A lighthouse project is a short-term, well defined, measurable project that serves as a model – or a “lighthouse” – for other similar projects within the broader digital transformation initiative. Targeting short-term goals like this will also have positive impacts on your service to your customers, helping boost sales or revenue before the transformation is even complete.

5. Build a high-calibre launch team

We can help you identify your digital transformation A team and offer support in helping you build a digital programme team that takes you through the transformation.  This usually starts with a few key roles.  The swift rise of the Chief Digital Officer (CDO) has seen companies in every industry begin to implement the role, thanks to the pressing need to ensure an orderly transition to the age of innovation and avoid becoming victims of digital disruption. It is a crucial – albeit temporary – role, similar to the fact that at the end of the 19th century, many companies employed a Chief Electricity Officer to ensure supplies of what was a new industrial commodity. A few years later, none did.

A CDO can prove invaluable in co-ordinating a transformation – avoiding duplication by devising a methodology for the redesign of customer journeys that can be replicated across the organisation as digitisation efforts are extended, for example. He or she can also ensure the appropriate technology and skills are in place, decide the sequence of the transformation, monitor progress against targets, and ensure that tactical day-to-day priorities get the attention they need.”

6. Promote agile ways of working

Agile is a way of working that emerged out of a growing dissatisfaction with IT techniques used in the late 90s, such as the waterfall method in software development. The approach puts speed and autonomy at its core, advocating a process characterised by the division of tasks into short phases of work and frequent reassessment and adaptation of plans. Setting up a digital unit independently of the organisation can feed into your organisational agility, by promoting new ways of working essential for digital success, such as agile product development, while keeping the focus on customers, and cross-functional teams that pool specific types of expertise.

7. Nurture digital culture

To encourage the right culture that will get the wheels of a digital transformation in motion, education should be any organisation’s primary focus. It’s vital for every employee to understand why things are the way they are; why changes are happening within the business; what type of behaviours will be needed to make the changes effective. Without this basic transparency, it will prove impossible to get a company’s various teams behind any mission. To this end, McKinsey research has shown that 46% of financial services executives feel cultural or behavioural change is the biggest challenge they face in pursuing their digital strategies.

8. Sequence initiatives and build a roadmap

Financial and human resources are never unlimited, but they are scarcer and more precious now than at any time in a generation. Deciding where to allocate them is thus more challenging — and more risky.  Sequencing with a view to quick returns is therefore key to building scale fast. The more value a transformation captures as it progresses, the more it becomes self-funding and the greater the support it garners.

9. Build capabilities

Skills as well as systems will need to be boosted during a digital transformation. Historically analogue organisations typically attract people with specific industry and functional specialisations, and therefore possess gaps in their digital skills and competencies. The success of digitalisation efforts therefore hinge upon their abilities to acquire or develop specific functional competencies around digital skills, technologies and processes (or operating model), as most companies will struggle to hire several hundred new digitally skilled staff all at once.

We can support you in coaching, mentoring and training your staff, ensuring that you get the most value from our assignment through knowledge sharing.

10. New operating model

An operating model is both an abstract and visual representation of how an organisation delivers value to its customers or beneficiaries as well as how an organisation actually runs itself. Many aspects of this will have to fundamentally change alongside a digital transformation, otherwise a company may fail to realise the true potential of its new technological infrastructure.

Project based engagements operate on the basis of agreeing work and any outcomes or milestones for delivery in advance of commencement of any engagement in a ‘Statement of Work’. Prices are fixed for the agreed deliverables and should changes be required, these may incur changes to delivery costs. Payment for Project Based Engagements are agreed on a case-by-case basis, giving consideration to risk, contract value, client payment history, relationship longevity and duration.

Network Units enable complete flexibility around any engagement. When using Network Units, clients can swap and change delivery experts, scope and duration of engagements in a frictionless manner with very little notice, in line with the quantity of Network Units purchased. Network Units can be purchased in blocks of any size and at any time and are billed in full at point of purchase.

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