Transformation & ChangePractice group
Digitalisation
Turning digital opportunities into measurable business results.
Areas of expertise
Let’s discuss your situation.
In a confidential initial conversation, we identify the experience your project needs.
For us, digitalisation is not an IT project, but a business transformation. Our Senior Executive Advisors combine an understanding of technology with business and leadership experience – ranging from digital business models and AI and cloud initiatives to the digitalisation of processes, organisations and value chains.
Typical situations
When this practice group can help
- Digital initiatives are underway, but their contribution to the bottom line remains unclear.
- The IT organisation is tied up with day-to-day operations, whilst the transformation programme is on hold.
- Data is available, but is rarely used to inform decision-making.
- An AI or cloud project requires leadership that bridges the gap between technology and business.
- Following the abandonment of a digital project, there is a lack of direction for the next attempt.
How we work
- 1
Clarify your current position
We evaluate processes, data, technology and organisation, and prioritise ongoing initiatives according to their contribution to the business.
- 2
Setting priorities
The target vision is translated into a small number of clearly prioritised projects, each with defined responsibilities, resources and verifiable outcomes.
- 3
Leading the implementation
We provide operational support during implementation, embed new ways of working and hand over to the internal organisation.
Frequently asked questions
Digitalisation: your questions answered
Is digitalisation an IT project for you?
No. We treat digitalisation as a form of organisational change: business models, processes, organisation and leadership are all part of it; technology is the means to an end.
Do you also take on roles within the IT organisation?
Yes. Our Senior Executive Advisors temporarily assume line management and project responsibility, for example as acting CIOs, CTOs or programme managers.
How do you deal with ongoing initiatives?
We evaluate them based on contribution, maturity and risk. Some initiatives are accelerated, others merged or discontinued, so that capacity is freed up for what really matters.
