Digital disruptions are too many and their combinations are creating even more radical changes across corporate performances. This will create new and exciting opportunities to grow businesses and tackle social issues. Going beyond technologies, a real digital strategy shall leverage on the most valuable human abilities such us emotions and intuition, to strategize not only “what is” and “how to improve”, but rather “what might be” and “why”.
More than 2 out of 3 digital strategies fail in achieving their final goals, and in most cases this is due to the absence of a strong top-down vision clearly explaining “what”, “how” and particularly “why” to the whole organization.
Less than 10% of corporate and business unit strategies are developed embedding from the very beginning digital as a key internal and external force. These companies are able to run multi-disciplinary strategy planning process, combining empowerment, flexibility, collaboration and quantitative decision making, obtaining a 2 out of 3 successful rate.
We have decades of experience supporting top-management in defining, formalizing and communicating their strategic vision within organization and externally. Furthermore, we have experience in planning and managing large change management programs enabled by an effective permeation of executives’ vision and strategy pillars throughout the organization. We boast a fully independence from digital and technology providers, providing the highest reliable and fair advice.
One of the consequences of digital is the creation of markets with low barriers to entry, with many small players thrive to crack the market. For all companies that are focused on product leadership, speed in innovation programs and talent retention, as well as being able to steer digital within the organization, are all keys levers for faster early market entry and get premium prices and larger market share.
Experience teaches that establishing an open ecosystem and its related interconnections are key factors, that bring acceleration of digital transformation. Interconnected companies, at digital and ecosystem level, proved to have higher probability of success (>70%) compared to more isolated ones (<10%). Such organizations demonstrated to have many and different prerogatives, as employee-centered organization able to attract and retain talents, “inside-out” approaches to gain a privileged vision on external world, creation of independent and disclosed new digital brands, industrialization of innovation transfer from prototypes to market, and adoption of business and performance metrics (KPIs) different from business as usual.
We have decades of experience in supporting companies engaged in product innovation and leadership programs, as rapid go-to-market strategies to acquire product leadership and market shares, fast identification of threats as new-comers and digital disruptors, and talent management.
Furthermore, we have a long successful track-record in managing corporate reorganization and governance topics with focus not only on innovation, but also on the development of useful human abilities needed to successfully run digital transformation. We are leaders in definition of talent acquisition and retention programs and we have also access to database for partners or competencies within external SMEs and startups.
The right approach to customer experience is highly dependent on technology more than ever. This is particular important for businesses in which high cost of acquisition makes it imperative to gain large share of wallet, leveraging on superlative customer relationship management. Companies that dominate, such us Amazon and Google, concentrate on technology easy-of-use. Their businesses started by hiring usability consultants and implementing user-centered design process as we recognize today. Companies needs to build a culture of empowerment and emotional connection. When technology is poorly implemented or used, it becomes a major barrier and a part of the problem rather than a path to solution. Companies often fails in making the technology transparent to the customer and in using it to seamlessly deliver the product (or service) that the customer desires. Common roadblocks are absence of both strategies to make the evolution of technology a positive experience for all parties, internal and external, and right metrics to make technology a facilitator, rather than a barrier to customer experience.
We have a long track record in supporting companies in establishing excellent customer operations, leveraging on user experience principles. We are proud shareholder of Cefriel-Politecnico di Milano which bridges the gap between the academic and business worlds, through a multidisciplinary approach that innovates products, services, and processes with technology and design techniques. Cefriel exploits a distinctive operative model and creates innovative solutions based on customer requirements. It develops a wide range of forefront solutions, from the ideation to the execution of complex innovation projects.
We have unique experience in helping organizations to establish an environment that foster empowerment and emotional connection with customer and that brings out the best of people. We have worked with executives in structuring their behavior and role to empower staff to satisfy and connect with customers.
Capital intensive businesses and infrastructure based ones shall leverage on operational excellence to achieve economies of scale and lower the unit costs. New technologies and digital are key to explore new forms of operational excellence and outpace competition with standardization, predictability and efficiency. Connected device and IoT are providing paramount quantity of data to feed artificial intelligence tools and analytics systems supposed to streamline and optimize operations. In this sense, data reliability is key to perform real and effective digital and automated operations. Anyway, as a matter of facts, less than 5% of corporate datasets are reliable in more than 90% of cases.
We have a large experience supporting clients focused on complex and capital intensive businesses, as the infrastructure ones. We have a successful track record of cases in which we supported clients in running cost-efficiency programs, to help them in battle for scale in rapid consolidating markets. Furthermore, we have historical presence within the manufacture industry, where we supported Italian and foreign companies in improving performance and in increasing their competitiveness by leverage on data-centric organizations and culture.
More than 3 out of 4 digital transformation programs fails or create mediocre performance improvements that do not match with executives and shareholders expectations. Problems aligning communication between IT and business teams, as well as legacy integration and talent earmarked are cited as major bottlenecks. Human abilities such as emotion, behavior, lateral thinking and flexibility have to be enabled during the transformation program. In this light, well managed processes and collaborations between business units and technology department can have a huge positive impact.
We have a unique track record of successful change management projects in which we helped clients in carrying out large organization transformation processes. We provided to executives the right expertise and tools to create and manage a “culture of change” which is key for the successful conclusion of transformation initiatives. We worked closely with the different business teams and ICT departments to create collaboration and a wise attribution of responsibilities.