Digital Transformation

Digital maturity is directly linked to effective transformations. How can you ensure unlocking value is front and centre in your digital transformation?

Many organisations undertake a transformation without assessing their digital maturity or capability to drive it to success. Lower digital maturity often leads to unclear strategies or objectives and slow and ineffective transformations, with 9 out of 10 digital projects failing. Organisations with strong digital maturity outperform competitors in terms of growth, resiliency, time to market and the ability to drive future transformations.

As digital continues to play a key role in organisational performance, the disparity between digital frontrunners and stragglers will widen.

Our Digital Maturity Assessment acts as readiness check to determine your starting point and capability. By identifying levers to accelerate your digital transformation, it helps you create a shared language to understand current gaps and rally your team behind a case for change. We work side‑by‑side with you to combine technology and execution to start and scale your transformation, before helping drive it to success by embedding behaviour changes to capture benefits and achieve lasting impact.

Overruns, delays and re‑scoping are common to any program failure. How can you create a pipeline for deployment where accountability is key?

Program failure is still extremely common and rarely is as explicit as a program being abandoned.

Instead, it manifests in dramatic cost overruns, delays and re‑scoping exercises that mask ongoing redefinitions of success, leading to technology becoming outdated or redundant by the time it is deployed.

Execute at pace, front‑load benefit generation, and hold your business leaders accountable

Modularised program design and delivery accountability are critical to mitigating risks and maintaining a high‑velocity deployment pipeline that delivers incremental early value.

Done the right way, modularisation allows companies to reinstate single‑point accountability and ownership of business lines for delivery of individual program components associated with specific value outcomes – accountability that is often lost when implementation is delegated to monolithic technology divisions.

As demand for technology increases, so too does the cost to deploy it. IT departments and tools are becoming an ever‑more meaningful component in an environment marked by rising pressure to reduce overall costs.

Advances in technology are driving business appetite for digital transformation, cloud solutions, cybersecurity and AI. But with recent inflationary cost increases, organisations must be ready to aggressively manage and optimise growing tech budgets for value.

Our approach combines IT cost savings with optimisation to deliver lasting value. Traditional levers such as renegotiating service levels and contracts remain effective. However, equally important are managing demand, minimising service costs and leveraging existing capabilities rather than building new custom solutions. We believe that consistent alignment with your business strategy, filling any gaps but also removing any unnecessary, overlooked or gold‑plated cost elements, is what delivers the best value outcome for business.

Digital project portfolios are often not linked to value and outcomes

Transformation ambitions usually come with unclear and slow‑moving digital project portfolios that lack strong value and velocity. As a result, critical projects are frequently delayed, have little financial payback and can damage brands and organisations.

Optimising your digital project portfolio is critical to project completion, securing returns on resources and minimising reputational damage. We help you embed portfolio governance across all stages of the project lifecycle to increase project velocity and quality – and in turn, uplift employee experience. By simplifying and clarifying your pipeline process, we help you create a structured and disciplined approach for executing projects while engaging both technical and operational stakeholders to define fit‑for‑purpose solutions and manage dependencies.

Collecting data is of little benefit without a defined strategy to interpret and harness it for better decision making. The shift to becoming data‑driven rather than data‑consuming hinges on a single question: ‘What is the value we want to realise from our data?’

Data collection is a cheap commodity for many organisations today, to the point where they are overwhelmed by the volume and lack of quality and consistency. Clear use cases that drive tangible business value and realistic roadmaps of how to get there often do not exist. This results in time and money wasted and escalating scepticism about the potential benefits of investing in data.

Drive towards using your data, not hoarding it

We help clients define data strategies that start from the value they can generate, now and in the future, and then work backwards on how to get there in stages, recognising the shift to become a data‑driven organisation goes beyond merely collecting and processing data.

This involves an organisation wide cultural shift in decision‑making, creating clear and formalised knowledge of what information is relevant to a particular decision, empowering experienced operators to act rather than waiting for orders.

When deployed with care, AI and automation lead to an empowered workforce and an elevated, customer centric experience. Has your organisation considered how AI and automation can drive higher performance?

The nature of customer service has evolved to favour crisis‑response approaches as disruption looms around the globe. Organisations must be ready to manage changing customer demand.

Their options include reactive hiring sprees to boost back office capacity or automating suitable processes through AI. While the latter provides a fluid, cost effective result, it also brings its own challenges. Both require careful management – deploying an AI or automation process and walking away does not build trust in the solution, accountability or long term success.

Automation and AI are precision tools, not to be crudely implemented

Our approach to process transformation involves process redesign, leveraging the capabilities and benefits of automation and AI to improve customer service quality and workforce satisfaction.

Reducing transaction times and offering higher quality service can substantially improve their return on investment. Further, automation and AI remove the risk of human error from labour intensive, manual tasks – replacing them with predictable, consistent and timely processes.

Focused implementation frees up employee time and energy for cognitively demanding tasks, satisfying work that makes a tangible difference to organisational performance (i.e., complex problem solving and customer tailored service over routine tasks). Organisations can then focus on redeploying staff for continuous improvement. By blending automation, AI and behavioural change, organisations can drive enhanced productivity and build the ‘workforce of tomorrow’ – one that is digitally powered and human centric.