A common misunderstanding is that the primary value‑creation levers of digital transformation are dramatic business model changes to take advantage of technological disruption, disintermediation and innovative ways to serve customers.
While these are important elements of a digitally‑savvy business strategy, they miss the single biggest value creation lever: becoming a lean and agile “Digital and Data‑driven Enterprise” that uses data to continually optimise decision‑making and processes for efficiency and speed.
Building up digital maturity to drive transformations and amplify capability
Simplifying programs and reducing failure and overrun risks
Controlling technology costs by focusing on value
Turning data into business opportunities
Leveraging automation and AI to optimise people intensive processes
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.
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.
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overruns, delays and re‑scoping exercises that mask ongoing redefinitions of success, leading to technology becoming outdated or redundant by the time it is deployed.
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.
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.
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.
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.
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.
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.
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.
‟Our approach is rooted in a profound understanding of technology and strategic opportunities with a healthy dose of practicality. We are strongly focused on the efficiency and effectiveness of our clients’ operations – driving meaningful and lasting improvements to the bottom-line.”
We help our clients win with technology by being obsessively value‑driven, embracing ‘less is more’ and executing quickly.
Fewer initiatives pursued relentlessly and at pace generate more value than lofty ambitions mired in gridlock.
Digital transformation efforts should complement each other and work in concert. By taking an end‑to‑end approach integrating every organisational layer, we deliver Digital Process Transformation using low‑code platforms to improve automation and processes so larger transformation programs can be achieved in the future. This accelerates the digital journey by addressing technical complexities and freeing resourcing and skills constraints.
The core of every project we embark on with our client partners is ensuring they become agile digital organisations fit for the future.
15-30% increase in EBITDA and sales by improving information management to enable real-time performance and operations management across business areas
50-100% increase in ROI of technology programs through rigorous value engineering, effective program management and accelerated delivery
10-20 point increase to Net Promoter Scores by reducing customer complaints 30-70%, improving customer experience and optimising digital service processes
Australia and New Zealand
‟Too often, automation is perceived as an organisation making an investment at the expense of its people. In reality, automation takes the robot out of the person, freeing employees from menial, repetitive tasks and empowering them to play a greater and more rewarding role in their development while increasing their intrinsic value to the business.”