Digital Transformation

Digital transformation arrives at most organisations as a shopping list: buy this software, move that process to the cloud, make this screen mobile. Which problem each item solves is rarely spelled out. The outcome is familiar — a few new systems that do not connect to each other, and the process that actually matters still running in a spreadsheet.

We start by measuring the current state. How many people does each process touch, where does it change hands, at which step does it wait, how many times is the same data entered? We work this out together with the process owners. The picture that emerges shows what should be digitised and, just as usefully, what should not: some processes are fixed simply by cutting the number of steps, with no software purchased at all.

A sequenced roadmap follows. The sequence matters: when projects run in the wrong order, the data structure the next step depends on has not been built, and part of the work is written twice. We write down which problem each step answers and how it will be measured. The documents belong to the organisation; during implementation we can stay on, or you can run it with another supplier.