Digital Transformation

The world is getting increasingly digitalized which is driving Organizations to automate business processes and evolve models at a rapid pace. Consumers are increasingly resorting to social media for discerning customer service. This has huge implications in Consumer attraction as well as attrition. It provides a huge opportunity to connect with more customers, but, the risk of running into poor customer experience is high and can impact customer loyalty, brand advocacy and revenues. Enterprises need to focus on creating a brand experience through a unified channel approach with more consumers and cross channel marketing with multi-platform enablement.

This revolution has given birth to an interconnected world that binds customers, employees, managers, and systems together in a network of unprecedented complexity and opportunity. Making sense of those connections and building value requires a new interdisciplinary model of work. This is non-trivial, because digital transformation touches so many parts of an organization; any large digital program requires unprecedented coordination of people, processes, and technologies.

A strategy to increase revenue from high-value customer segments, for example, requires analytics-based insights into which purchasing journeys generate the most value, a clear vision and plan for how to capture that value, and technologies and tools to digitize interactions with customers. New capabilities and teams are also needed to manage and coordinate the delivery of those journeys across the organization.

Digital Enterprise Capabilites

Digital strategy is intrinsic to business strategy today. Majority of digital leaders have fully integrated digital into their strategic-planning process. A digital strategy also increasingly blurs the boundaries between strategy and execution. These digital leaders run strategy by experimentation through limited releases and prototyping.

Effective digital strategies prioritize a handful of interventions where the business can exploit significant opportunities, then craft a digitally enabled business model around them. That could mean creating a new way for customers to purchase a product, moving into new businesses, or exploiting competitive advantages such as proprietary data in new ways.

The organizations that can understand and skilfully act on complete customer journeys can reap enormous rewards. Understanding those decision journeys and the fundamentally different ways that customers behave—from evaluating products to bonding with brands—is becoming the cornerstone for successful businesses. With so much data available, companies can become much more precise in their outreach to customers. By combining deep data analysis and ethnographic research, digital leaders can identify high-value micro segments, such as new mothers with full-time jobs who primarily shop online.

Business-process automation can result in massive competitive advantage because initial investments, when well implemented, can scale quickly without substantial additional costs. Over time, cost performance can improve by as much as 90 percent as the automation effort scales across formerly siloed functions, reducing redundant processes.

Digital leaders in fact drive value quickly by focusing on a series of small but important solutions that target high-value customer journeys and expectations (for example, real-time availability and personalized treatment). This is more than just automating an existing process. Becoming digital often requires reinventing the entire business process to cut out steps altogether or reduce the number of documents required.

Automating processes at speed requires small teams employing agile development techniques to continuously build out elements of the product as prototypes, then testing and adapting them based on feedback, often within days or weeks.

Rigid, slow-moving Organizations will lose in the markets. The challenge is to move toward a structure that is agile, flexible, and increasingly collaborative while keeping the rest of the business running smoothly. Successful incumbents become agile by simplifying. They let structure follow strategy and align the organization around their customer objectives. Digital leaders generally have a culture that isn’t afraid of risks, and have a high tolerance for bold initiatives.

Many companies have set up incubators or centers of excellence during the early stages of a digital transformation to cultivate capabilities. The adage “what gets measured gets managed” still holds true. Most successful digital companies are zealous about metrics that focus on the customer journey, such as customer lifetime value, omnichannel behavior, and share of influence across stages of the decision journey.

Most Organizations have been through waves of IT transformation in the past and understand that overhauling legacy architecture is a multiyear process. Yet today’s fluid marketplace requires technology that can drive innovation, automation, and personalization much more quickly. So, the best are moving to a two-speed IT model that enables rapid development of customer-facing programs while evolving core systems designed for stability and high-quality data management more slowly.

This typically means that high-speed IT teams are charged with rapidly iterating software, releasing updates in beta, fixing kinks and bugs in near-real time, then re releasing. Their goal is to continually fuel an accelerated development infrastructure that can support near-instant cross-channel deployment and real-time decision making.

New developments in DevOps (the integration of technical development and operations) and continuous delivery (the automation of testing, deployment, and infrastructure processes) have introduced capabilities that radically increase speed to market and lower costs.

Companies that make extensive use of customer analytics see a 126 percent profit improvement over competitors. Companies that see that kind of return are adept at deciding which data to use (both inside and outside the organization), focusing the analytics on delivering on goals with clear and useful insights, and having the right capabilities and processes in place act on them. That requires people with the right kinds of skills—particularly “translators” who can articulate business goals and use cases with respect to analytics requirements and turn data output into business insights.

Many companies have set up incubators or centers of excellence during the early stages of a digital transformation to cultivate capabilities. The adage “what gets measured gets managed” still holds true. Most successful digital companies are zealous about metrics that focus on the customer journey, such as customer lifetime value, omnichannel behavior, and share of influence across stages of the decision journey.

Consulting Offerings

Enterprises must orchestrate strategy and innovation, the customer decision journey, process automation, organization change management, technology and data and analytics in order to become High- performing Digital Enterprises. This transformation requires identifying natural starting points, depending on a company’s circumstances.

Customer Experience Strategy:

This offering strives to provide a strategy for the enterprise for a unique, consistent and pleasurable experience across all channels drives the difference between customer retention and attrition. The Objective will be to provide consistent and uniform availability of customer information across all touch points (achieved through multi-channel view of customer, driven effectively through multi-channel integration across mobile, social, web etc.) aiding customer conversions, retention and augmented sales.We will align the following dimensions in laying out our roadmap:

Access to the Right Information

  • Easier Data and Content access
  • Faster Data Ingestion
  • Faster Services enablement
  • 360 degree view of the customer


  • End user presentation configuration
  • Recommendation Engines
  • Gamification Strategies
  • Social Media integration

Engagement & Collaboration

  • Mobility enablement
  • Social media communication enablement
  • Interactive & UX
  • Use of Automated Chats
  • Use of Sentiment analysis, Trending


  • Develop initiatives to improve satisfaction at individual interaction points or within channels
  • Focus on improvement initiatives for each customer segment
  • Have a clear understanding of consumer decision funnel
  • Develop omnichannel view of circular customer journey
  • Respond dynamically in near-real time to customer usage and feedback
  • Align metrics against top journeys and launch cross-functional improvement teams to support
  • Understand how segment value and satisfaction varies and focus on elements that will move the needle

Business Agility Consulting:

Profitability of a company is directly related to the ability to achieve agility – driving efficiency and flexibility through introduction of new business models, usage of tools and frameworks that act as catalysts and accelerators in the path to effectiveness. Utilizing emerging technology avenues like cloud helps in its ability to scale up or down in line with business requirements cost effectively. Social Media can quickly provide market feedback and sentiments for an enterprise’s product and services. This offering will focus on 2 aspects of Agility:

Business Process Efficiency:

Our frameworks on business processes help in overcoming silos that impediment the achieving of greater operational efficiencies and faster time-to-markets. Assisted/Intuitive Processes

  • Dynamic processes customized to an event
  • Predictive processes driven by inbuilt predictive module for faster processing
  • Decision based control through decision support system enablement
  • Structured & unstructured data processing
  • Faster sales assistance, through interactivity & multi-channel enablement


Solutions developed around cross platform consumption and responsive web design offer mobile access to data, applications, workflows, dashboards and solutions


  • Understand which processes support which customer interactions; appoint clear process owners
  • Oversee traditional operational methods with clear requirements/project plans
  • Focus on upgrading large processes
  • Use process automation to reduce costs and improve customer experience
  • Remove silos to allow automation teams to cut across functions
  • Use agile development methods to operate at speed and increase capacity
  • Rapidly digitize series of small or midsize processes

Transformation and integration services

Transforming and migrating existing assets to the chosen "Right Cloud" and re-wiring them to keep business running as usual with better efficiency is an important aspect Cloud Implementations. From infrastructure to applications to data, the cloud journey is about seamless transition of IT assets to the cloud. Depending on the complexity of the business and IT framework, the scope of transformation could be fall into any of the typical variations:

  • Lift-n-Shift: Migrate IT Assets 'As-Is' from on-Premise to the perfect Cloud with minimum effort
  • Replace: Replace packaged IT Assets with alternatives appropriate for the targeted Cloud, involving significant intrusion and effort
  • Refactor: Accommodate invasive changes in IT Assets to move into the right Cloud
  • Re-write: Completely re-engineer IT Assets and build it grounds-up to make a perfect fit for the right Cloud
  • SaaS-ify: Augment existing IT Assets to be SaaS enabled for servicing in a multi-tenant mode

The factors which influence the above includes Technology (as-is, to be), Data, Business functions,Process, etc. We use TOSCA based approach for application portability, which enables the migration journey to be seamless, automated, faster and optimize of cost.

Application Migration to the Cloud:

Utilize architecture outputs from Consulting Services to migrate cloud-ready applications and data to cloud environment.


Re-host applications to the cloud, reengineer applications for the cloud, or replace with COTS cloud options. Applications readily moved to the cloud include Microsoft SharePoint‑on‑demand and SAP‑on‑demand.

  • Migration of in-house applications to IaaS and PaaS Cloud platform
  • These applications will be thoroughly test applications and dependent systems for cloud-readiness
  • Performance and functionality testing of cloud-based applications
  • We will also remediate and optimize applications for cloud.
  • Includes support and testing of large‑scale Web applications such as e‑commerce sites.
  • Options include public cloud hosting (e.g. Amazon Web Services, Microsoft Azure), client-hosted private cloud infrastructure.

Readiness Assessment:

This Offering defines the best path to the cloud for your organization. We will also identify the applications to host in the cloud—and which cloud technologies is the best fit.We use a structured approach to establish your business needs, assess the underlying technology components (such as infrastructure, applications, processes, policies), and then deploy the appropriate cloud computing components. We assess the suitability the applications for the cloud, select the right platforms, and define a cloud strategy and roadmap for transformation and growth. We help enterprises on the right track to fast and successful cloud adoption. We are well versed in deploying all types of cloud platforms - private, public or hybrid clouds. We will help you choose the best cloud technologies and map out a strategy, development, deployment and support for your business that will:

  • Accelerate time-to-market and increase profitability
  • Enhance utilization of your IT infrastructure
  • Improve the customer experience
  • Virtualize processes
  • Increase workforce collaboration

Cloud Strategy and Transformation Roadmap:

We define future-state vision and cloud service models for migration to the cloud.

  • Analyze current-state to identify opportunities for leveraging cloud computing
  • Assess and recommend the optimal cloud orchestration solution set
  • Define target-state architecture to achieve Infrastructure as a Service (IaaS), Platform as a Service (PaaS) and Software as a Service (SaaS) service model goals
  • Devise business case and design a roadmap for prioritization and implementation

Cloud Suitability of Assets:

We assess and document business and IT drivers, determine cloud readiness, perform audits, assess readiness for adoption of the cloud. We determine which business and IT assets are most suited for cloud migration and identify business‑relevant cloud services.

  • Identify potential cloud computing deployment models (Private, Public, Hybrid) for targeted applications and development
  • Build architecture of cloud-enabled applications