Trending February 2024 # Digital Transformation Consultants In 2023: Landscape Analysis # Suggested March 2024 # Top 6 Popular

You are reading the article Digital Transformation Consultants In 2023: Landscape Analysis updated in February 2024 on the website We hope that the information we have shared is helpful to you. If you find the content interesting and meaningful, please share it with your friends and continue to follow and support us for the latest updates. Suggested March 2024 Digital Transformation Consultants In 2023: Landscape Analysis

Digital transformation is disrupting industries and companies with digital expertise or an IT personnel deficit. These companies may need to work with digital transformation consulting companies to facilitate change at work. A typical digital transformation consulting service includes

Formulation of digital strategy by potentially following one of digital transformation frameworks

Identification & implementation of digital solutions (e.g. off-the-shelf solutions)

Building new digital solutions (e.g. custom AI solutions)

Resolving other bottlenecks in the company (e.g. digital transformation requires culture change)

This article outlines the digital transformation consulting industry landscape including an in-depth analysis of digital consulting company types and industry-specific digital consultants:

Emerging digital transformation consulting companies with innovative approaches

There is a new category of consultants that rely on your company’s data to suggest which areas your company should focus on.

Bandwitt is an emerging consultancy that works with local Fortune 500 as well as SMEs to help them identify areas of digitalization and select digitalization partners.

Founded by BCG alumni, chúng tôi works with Fortune 500 and governmental organizations and benchmarks their data to identify areas of digital transformation they should invest in.

Established digital transformation consulting companies

Established management consulting companies are active as digital transformation strategy consulting companies as well. With the increasing interest in digital and new competitors entering the market as digital consultants are making management consulting companies rebrand themselves as digital consultants. For example, we were surprised to see that McKinsey featured Forrester’s, an Industry Analyst, assessment of digital transformation companies on its front page. Normally, companies like McKinsey are reluctant to include any references to competitors on their websites.

Feel free to check our sortable and transparent list on established digital transformation consultants to explore all vendors in this category.

Specialized digital transformation companies AI consulting

AI consulting is especially valuable in solving problems that can be solved with clear rules.

Machine learning is different than typical software projects. While most software relies on rules programmed by humans, machine learning/AI software relies on rules identified within data sets. Therefore, AI consulting services require working with consultants experienced in the topic. There are already public companies like Palantir in this area.

HR transformation consulting

HR, with its role in shaping a company’s culture and talent, needs to be at the core of an enterprise digital transformation strategy. HR transformation companies mostly focus on implementing digital tools to ease the recruiting and onboarding processes while training existing employees with digital HR best practices. Some consultants are 

Flexso for People


HR Path

Feel free to read our article for more on what digital transformation means in HR and digital HR consulting companies.

Financial service transformation consulting

The processes and products of the financial services industry are different than those in other industries. Therefore specialization is necessary to support the transformation of financial services companies.

Digital Disruptions is a strategy and design innovation consulting firm, with a focus on fintech and digital financial services (DFS) in emerging markets. They bring digital tools and methodologies such as lean startup, design thinking, behavioral design, agile, open innovation, and design of experiments, to design, build and launch client solutions. They conduct research based on their client’s requests and build innovative products that increase business ROI.

You can read our comprehensive article for more information on digital transformation for financial institutions.

Retail transformation

Applexus Technologies offers business consulting in retail, fashion, and consumer products. They provide digital transformational services such as retail planning, POS systems, retail analytics, omnichannel enablement, application development, and maintenance to their customers. Applexus has been in the retail industry for more than 15 years and they offer their expertise to help businesses make data-driven decisions while delivering enhanced customer experience.

M.X. Data provides retail and IT consulting services to help businesses identify the bottlenecks of their processes. They bring retail IT technologies such as point-of-sale systems and retailers together and help them implement solutions with their 20 years of experience in the retail industry.

You can check out our related article for more information on digital transformation practices in the retail industry.

Marketing transformation consulting

Demand Spring is a marketing consulting company that helps marketing teams optimize their demand generation strategies, processes, and technologies. Their services vary from marketing content audit to creating buyer personas. Demand spring is a partner of Marketo services, a marketing automation software. They help businesses during the process of automation tech implementation.

Alpha Efficiency helps businesses build their digital marketing strategies. They focus on technology, content, and digital transformation roadmap. Their expertise and technology offerings include search engine marketing, email marketing, web development, and social media marketing solutions.

Insurance transformation

Scyllogis Consulting offers a digital transformation service that specifically focuses on data management and analytics to improve the customer experience insurance companies deliver.

Ninety is an insurance-specialist innovation consultancy firm. They build Minimum Viable Products (MVPs) for insurance companies. Their framework, called 123 Framework, aims to test and learn, iterate MVPs, fail fast on weak ideas, but move to pilot quickly for strong ones. They claim that they can take a new idea to market in 60 days.

You can read our article for more information on digital transformation applications in the insurance industry.

Real estate transformation consulting

 Wiredhut helps businesses build API-first property technology solutions that aim to improve real estate user experience. 

 Drees & Sommer is a digital transformation consulting company specialized in the real estate sector. The key services include development and process consulting, infrastructure consulting, project management and engineering as well as real estate consulting. 

For more on digital transformation examples and technologies in real estate, you can check our article.

If you still have questions on digital transformation consultants, feel free to contact us:

Cem regularly speaks at international technology conferences. He graduated from Bogazici University as a computer engineer and holds an MBA from Columbia Business School.





You're reading Digital Transformation Consultants In 2023: Landscape Analysis

Is 2023 The Year Of Digital Transformation?

While all large and successful organizations have already gone through significant digital transformation, 2023 may be the year that small and medium-sized businesses dive in headfirst. Are you ready to join the fold by embracing the next iteration of the business world?

What is Digital Transformation?

Digital transformation has been called a lot of things over the years. And while some would argue that it’s nothing more than a buzzword, those who are involved with it know that it’s more than conceptual. When executed with vision and precision, it can revolutionize a business from the inside out.

Greater efficiency. Think about the bottlenecks in your business – the things that slow down processes, frustrate employees, and prevent you from reaching your full potential. In many cases, technology is involved. And if we dig a layer deeper, we’ll find that these technologies are outdated and/or being improperly leveraged. The beauty of digital transformation is that it allows you to fight through these bottlenecks and speed up your business through greater efficiency and output.

Better decision-making. It’s not enough to have data. You need to know what to do with that data. Digital transformation ensures you’re collecting and interpreting data correctly, which allows you to improve decision-making and guide your company in a better direction.

Enhanced customer satisfaction. Research from Gartner shows that more than 81 percent of companies are competing primarily on customer experience. And as we said on the front end of this piece, digital transformation is ultimately about the customer. By enhancing customer satisfaction, businesses can cultivate loyalty and squash the competition.

Increased profitability. An impressive 56 percent of CEOs say digital improvements have helped them increase revenue in the past. And as we move forward into a world where digital transformation becomes even more integral to the health and well-being of organizations, we’ll see this number grow even more.

Superior company culture. While customers may be the focal point, digital transformation has a positive impact on employees as well. Over time, this emphasis on digital transformation fosters a superior company culture that reduces turnover by elevating retention.

6 Strategies for Seamless Digital Transformation

Digital transformation does not happen overnight. It takes years and months of appropriate planning and careful implementation. But, you may start experiencing positive results almost instantly. Here are a Couple of Pointers to Help you Do Precisely That:

1. Gain Top-Down Buy-In

There’s not any digital transformation with no comprehensive buy-in from most organizational stakeholders. And more especially, you have to start the procedure with buy in the C-suite.

2. Assign a Point Person

Do not be tricked into believing you could roll out a whole digital transformation approach using a hodgepodge group of men and women who have their hands in a dozen additional duties and obligations. If you would like to be effective with your strategy, you ought to find somebody who can guide the way. This may seem like employing a new man for your occupation or reassigning a person. In any situation, make certain to practice discernment.

There are a couple of important features to search for, such as an extensive comprehension of the digital market, in addition to a character that is conducive to building rapport and transferring others to action.

“They need to comprehend the effects of a brand new business model.

Also read: 10 Best Saas Marketing Tools And Platforms For 2023

3. Establish Clear Vision

Your”point person” will be responsible for helping to explain and communicate the vision to your electronic transformation strategy. It is more important your eyesight is comprehensive than tricky. It ought to be a holistic however specific notion that believes every part of the business.




Tech stack



Budget and operational costs

Expected Outcomes

Stakeholder impact


Your eyesight basically amounts to an electronic roadmap for your future. It clarifies where you are going and which elements of your company the plan will touch. (Which ought to wind up being each section, component, and strength.)

4. Evaluate Current Gaps

Have a look at your present tech stack/processes and contrast this within which you wish to be in six months, annually, or 3 years from today. Consider where you will find chances to pivot and enhance, in addition to where you are coming up short. These are your own gaps.

Technological and process-based openings are where the chances for important digital transformation exist. You have to rethink your strategy to specific regions of your plan — such as sales and marketing — and envision what these regions could seem like in a perfect universe.

Also read: 9 Best Cybersecurity Companies in the World

5. Set the Appropriate KPIs

Setting KPIs starts with figuring out what you would like to quantify and then building out there. If by way of instance, you’re trying to assess the achievement of a new program that you are presenting to a user base, very good KPIs would comprise daily busy customers, the ratio of replicate to new customers, conversion prices, abandon rates, and average time spent on an app.

Is your wish to rate customer experience according to a brand new onboarding process or customer loyalty program? Metrics like client satisfaction (CSAT), client attempt score (CES), client loyalty index (CLI), and opinion analytics are enlightening.

User participation is really a fun one to monitor. You’ve got choices like net promoter score (NPS), traffic resources, client satisfaction indicator, bounce rate, and departure speed.

Other large-scale KPIs that touch different facets include worker performance, innovation, operational functionality, and financial performance.

6. Beware of the Shine

Also read: Top 6 Tips to Stay Focused on Your Financial Goals

Where is Your Focus?

Every digital transformation strategy will have a unique flavor. And while it’ll look a bit different in execution and application, many of the same underlying principles are present across the board. For best results, study what others are doing and view their approaches through the lens of your customer and your business. Your roadmap lies somewhere inside these lines.

Actualize Your Transformation To Better Serve Your Customers: Get Digital Transformation

Not too long ago, harried airline clients used to buy paper tickets paper! Bear in mind that specific joy? The airport encounter now is better since it is mostly digital and self-service, a tendency that is swept across virtually every business segment.

JetBlue recently even declared the most recent steps of its complete digital transformation, including improvements to its cellular and site experiences. In 2023, the airline started a three-year attempt to overhaul its processes and instruction in a new age of consumer support, which then resulted in self-serve kiosks and checks desks.

While JetBlue and a good deal of different companies know what a digital transformation is and why attaining one is critical to conducting a modern business efficiently, many cannot get a deal on how best to make one occur. Just 50 of 1,000 businesses surveyed by Riverbed said they had had no problem in navigating digital updates. Ninety-five percentage had run into difficulties.

What success looks like.

While electronic transformations might appear more appropriate to big businesses or businesses, once the objective is to tap into business or B2B requirements, the procedure can also apply to customer interactions, which may create consequences that go beyond cushioning a customer’s bottom line.

Look at what has happened in banking. At the start of the mobile revolution, banking applications on all apparatus left to be wanted. Accessing documents was hard, and consumers had no capability to search for trades. The majority of the time, banks functioned clients Documents or PDF versions of the very same files they obtained in the email.

But banking applications has turned into a corner, with illustrations like Capital One’s integration of their Alexa helper into a client helper and together with the expanding use of Touch ID and Face ID to provide users fast access to their account.

Also read:

10 Best Saas Marketing Tools And Platforms For 2023

What startups and SMBs should be doing.

When viewed as a complete, electronic transformations might appear incredibly daunting. However, they don’t need to be. Company leaders may follow these simple Actions to success when planning their very own digital transformations:

1. Concentrate on correctly identifying the issue before attempting to resolve it. 2. Hypothesize prospective solutions.

Create”user reports” For instance: “As an individual, I need to get signed out in my accounts when I am idle for 10 minutes” Place the tales in front of possible customers and see if they find them more useful.

Imagine working in a building site or a production plant in which the organization keeps track of security reports in enormous binders that managers will need to fill out, literally using carbon-copy replicas piled among the web pages. Just how much effort is wasted in generating such newspaper documents and shuffling them involving change supervisors?

How accessible is your information if a person has to browse through countless pages to locate certain events or information? Alternately, consumer stories might help identify where to concentrate your efforts.

Bechtel Corp., one of the world’s biggest construction firms (and among our customers), today uses industry-leading applications that far exceeds what its rivals can do. This program produces a significant effect on Bechtel’s job (and profit) margins, which strategy almost $100 million each job in projected savings when deployed.

3. Make adjustments when a proposed alternative is not working.

SMBs and startups must forever in fail-fast style. When an approach is not working, a corporation should not be scared to make rapid changes.

Customer input is critical: Hence, brands such as Walgreens, Target and Domino’s are providing clients first-person perspectives of the electronic transformation by discovering ways to boost their in-store encounters and producing better end solutions. Walgreens customers can opt to pay by using their cellular telephones, and Target shoppers may use their mobiles and develop a mobile app — that Goal has been streamlining and updating — to spot bargains.

Whether you bring an innovation service into your company or delegate an internal staff to handle issues, you will have to begin producing prototyping and testing environments to check whether you are going down the ideal road.

Digital transformation is all about solving issues in a way that promote users to socialize.

Driving Enterprise Digital Transformation: Mdm Is The Answer

The internet, information technology and smart devices tiptoed into diverse industries- from logistics to healthcare, education to finance, and have very quickly taken over the responsibility to completely rehaul the way these industries operated. The much-needed revamp of replacing conventional processes and methodologies has been in the making for almost a decade and IT had a LOT to do with it.

What started initially as a way to optimize cumbersome processes later became a norm of operation, especially as the world became more and more connected, and more and more digital devices took a prime space in day-to-day life.

A decade of digital devices

It goes without saying that modern businesses had already implemented digital transformation in the past decade. Early on in the 2010s, most paper-pen-based transactions were a thing of the past, and from payments to record-keeping, everything was already digitalized. The influx of smartphones at work and in our personal lives further drove the digital revolution in the workplace.

Employees checking work emails on the phone? Why not!

It worked out, and how! More and more businesses were prompted to bring in the digital ecosystem. Digitalisation and enterprise mobility existed but was not full-fledged. Certain processes and systems were still operating conventionally, although not with papers and punch cards but with desktops and physical boundaries.

However, several small and mid-size enterprises still heavily relied on data, device and network security implemented within a conventional ‘office space’. Barring the exception of logistics and last-mile delivery, most of the frontline workforce was yet to undergo a massive digital transformation.

The push of the pandemic

If there could be a singular catastrophic event that made the world realize the importance of a digital ecosystem (and a well-maintained one, at that) was the pandemic. When everything suddenly went fully remote, there was no option but to get ahead with the digital transformation that could sustain the ever-changing global rules, lockdowns and restrictions. For businesses to stay afloat, embracing technology that could help and boost remote operations was imperative.

According to a survey, only 6% of the employed worked primarily from home and about three-quarters of workers had never worked from home before the pandemic. These numbers changed to over one-third of the employed working from home by May 2023.

IT teams of organizations of any size could no longer physically provision devices, everything needed to be available on devices that were geographically distributed, security measures couldn’t be applied on devices operating within a particular network, moreso, employees could no longer be restricted to work from a particular device – it was a now or never situation and it was safe to say that digital transformation had fully arrived.

The concerns around digital transformation

Nonetheless, the encumbrances that prevented enterprises from going completely digital first were still present and had to be dealt with on an SOS basis. Ensuring data security, enabling a digital ecosystem to streamline access to corporate information and business resources and facilitating collaboration outside of corporate network boundaries was critical, and so was BYOD. There was no time to stop and have a change management team drive this, it had to be done now.

For enterprises with limited IT resources, this was a testing time. Moving to fully remote operations was not easy.

MDM to the rescue

 MDM has always been considered an essential part of digital transformation. Enterprises can effortlessly create custom usage policies, apply security measures, set compliances and attest to device and OS performance to maintain security, using an MDM. But the importance of MDM was highlighted when the IT teams had to operate remotely. Enterprises that did not invest in an MDM needed to do so, to support the demands of fully-remote operations.

With mobile device management, provisioning devices straight out-of-the-box was facilitated, enforcing VPN to access work apps could be streamlined, taking control of OS versions, identifying security vulnerabilities and applying patches was possible. Moreso, MDM enables organizations to eliminate the security risks associated with employees working remotely, and connecting to unknown, shared or public networks.

A survey suggests that 61% of Gen Y workers believe the tech tools they use in their personal lives are more effective and productive than those used in their work life. More than 60% use or want to use their personal device for work. To accommodate this critical need of enabling employees to work on the devices they love, organizations have to embrace MDM, no matter where they are in their digital transformation journey.

Closing lines

Mobile device management has quintessentially made remote working possible, and this kick-started the enterprise mobility journey for several organizations- big and small. Of course with the era of ‘remote everything’, there’s no looking back and there’s no question about whether or not to invest in an MDM solution, but only the question of how soon.


Digital Supply Chain Transformation: Learn The First Step

Digitization of the supply chain was an elusive target within the previous five years–constantly on the horizon however slow to materialize. What’s a”digital supply chain”? When there are numerous variations of this definition based on who you’re speaking about, arguably it is most frequently called the following: Program of technologies to digitize and analyze information in a precise and quick manner to boost supply chain performance.

The path forward could be daunting: a steep learning curve, inner resistance to change, siloed decision making, multiple sources of data, and the lack of low-cost, customizable technology alternatives have left many businesses stuck at the experimentation and testing phases. The fantastic thing is that new technologies players are currently bringing technical applications to market that, in combination, encourage readily customizable options. Wider approval is bringing prices down. Cloud computing and artificial intelligence are creating the critical mass of information and analytics required to discover supply chain patterns and make actionable insights. And as the specialist knowledge base of best practices evolves, the Digital supply chain is turning into a more concrete reality.

Most firms struggle, nevertheless, with climbing digital supply chain capabilities to conduct their end-to-end small business. The trick to success will be to begin with the business challenges, and then specify the”nirvana state” business procedures and clearly articulate the anticipated financial benefits from attaining this nirvana state. This vision helps specify the important industry requirements for developing Digital supply chain capabilities.

Big change in little time

The digitization of this supply chain differs from the tech boom that occurred in the late 1990s and early 2000s due to one big reason: simple access to precise data and Digital technologies (for example, Internet of Things apparatus) that can capture and analyze this information. The adoption of Digital technologies has soared in just a few short decades, and tendencies point to a continuing stride moving forward. International cloud computing visitors grew eightfold from 2024 to 2023, to 8.6 zettabytes (ZB) yearly, and may more than twice by 2023. During precisely the exact same period, annual large data analytics visitors quadrupled to 1.2 ZB from 2023 and will be expected to more than triple from that point. Internet of Things (IoT) apparatus plummeted from 2024 to 2023 to 10 billion and are forecast to reach 27 billion in 2023.

These technologies are crucial for digitizing the supply chain and have the capability to make significant benefits across the whole plan-source-make-deliver spectrum. (See Figure 1) Data created via innovative analytics and empowered from the IoT, as an instance, can reduce networking capital prices in logistics and planning. In conjunction with augmented reality, wearables, and robotics, IoT apparatus can accelerate response times to possible supply disruptions or manufacturing deviations. On the factory floor, robotics can maximize materials use and reduce error rates, While 3D printing adds design and manufacturing flexibility. Structured collaboration applications and marketplaces (by way of instance, FourKites’ platform for asset monitoring ) can allow value chain partners (like suppliers, vendors, peer businesses, retailers, and customers) to operate their own infrastructures within an integrated manner. Crowdsourcing may add sourcing durability and flexibility into the supply chain whilst at the same time enhancing asset allocation and decreasing transportation costs.

Rather supply chain and tech teams frequently operate on Digital jobs on both sides, as well as their own daily duties. These jobs are perceived as creative jobs that don’t core to the mainstream enterprise. In reality, digital jobs are rarely connected to longer-term, the overarching company approaches, and they frequently aren’t connected to clear grade, support, and price developments.

Furthermore, companies have a tendency to get a portfolio of digital and nondigital jobs with minimum coordination among them. The nondigital jobs –for example streamlining the sales and operations planning (S&OP) procedure, improving transport sourcing, or implementing lean manufacturing initiatives–generally far outnumber the Digital, with approximately 70 percent being nondigital. What’s more, unlike the Digital jobs, the nondigital ones are frequently connected with a gain and loss statement objective. Because of this, nondigital jobs generally are entrusted over Digital ones for investments and scale-ups. In the stage that firms seek our aid with Digital supply chain conversion, we now discover that, in almost two-thirds of instances, their Digital projects have shown no quantifiable cost, productivity, or other physiological benefits.

To be prosperous, digital jobs will need to be tied into other small business endeavors that are connected to the corporate plan and also have a financial target related to them. By way of instance, within an attempt to boost the stock, a project group may explore new need planning tools. In the same way, a team may explore using state bidding and crowdsourcing tools to decrease freight costs. Or as part of a plant reliability initiative, a group can test the usage of IoT apparatus to assist prioritize maintenance jobs. This linkage ensures that digital projects are addressing the ideal small business issues. Additionally, it ensures that Digital jobs aren’t in battle or redundant with nondigital jobs. Rather the 2 sorts of jobs are now incorporated together. Finally, whenever there’s a financial business case connected to Digital projects, they’re more likely to get investments and also be scaled beyond a pilot project.

Additionally, as companies pursue those jobs, we think they could benefit greatly from looking for fresh perspectives out of their own businesses –as well as their particular businesses. We’ve seen many top international manufacturers devote much less time and price to implementation due to the insights they have gained from other people. ExxonMobil, as an instance, sought out help in upgrading its own technology, maintenance, preparation, and monitoring system. In 2024 it moved out the energy business and kept Lockheed Martin as the lead system integrator because of its own next-generation procedure automation system. ExxonMobil thought it might gain from Lockheed’s experience in assisting U.S. military customers transition from rigid, costly legacy systems to more agile, safe, open ones.

Related: – What is the Ethical Supply Chain? Supply and Demand.

Steps toward successful transformation

It’s crucially important to comprehend that effective technology installation is a comparatively late-stage measure in a longer process of discovery and preparation that contributes to digitization. Rather a successful digital transformation journey starts by answering four Important questions:

What is the company’s digital ambition level, or end vision, for the transformation when it is complete?

How does the company’s current digital capabilities compare with that of the end vision?

What technologies and digital use cases are needed to close the gap between the two?

What would be the business impact of implementing those technologies and use cases on the organization?

One  effective method of answering these questions entails a workshop-driven app, normally lasting a few weeks, also called a”digital supply chain fast scan.” The app consists of the following four measures:

Evaluate digital consciousness and vision levels throughout the business to develop a”digital goal image,” or prospective vision.

Assess the digital capacities of important stakeholders at every stage in the supply chain, then measure the gap between the capacities necessary to see the target image.

Research technology choices, evaluate the value and effect of potential use cases and produce a suitable project brief list.

Prioritize steps and revise the digital object image according to findings to make a high-tech digital road map for moving with the conversion.

Step 1: Develop a digital target.

Step 2: Evaluate current capabilities.

After creating a target image, the company can begin running deep-dive interviews with agents from all core purposes to set a baseline of its present digital capacities. (See Figure 2.) This procedure gives a fantastic chance to make a list of ongoing and planned digital initiatives spanning the whole preparation, production, sourcing, and delivery value chain. For every digital component or capacity –if it be a data source, an analytical instrument, a reporting platform, or another tech –the organization needs to document its function over processes and functions; the encouraging technologies; and the effect it’s in terms of prices, support, and working capital. This shared baseline snapshot of present digital capacities and constraints creates the foundation for quantifying, and finally closure, the difference between a company’s existing capacity set along with the digital goal.

Step 3: Assess technology options and create a short list. 

The next step is to research different technology options to deal with specific present and future demands. Too many businesses, unfortunately, see this component of the procedure as merely comparison-shopping among alternatives based on comparative performance and cost, or as a binary choice between proprietary or off-the-shelf, highly personalized alternatives. These are certainly valid factors, but the crucial first decisions entail identifying and assigning desired digital capacities in the context of immediate demands, long-term strategic objectives, acquisition through the business, demanded investment in centre and labor updates for effective execution, along with other aspects. Figure 3, as an instance, shows how businesses can begin with identifying the important abilities they need and find which technologies may offer these skills.

Step 4: Prioritize potential projects and create a digital roadmap. 

According to this investigation, the company will prioritize digital jobs within the short, medium, long term, offering a clear, pragmatic roadmap to digital transformation.

Related: – Top 6 ways to Achieve supply Chain Sustainability

Success story

t shouldn’t be supposed that digital transformation necessarily involves a complete reengineering of the supply chain. Digital solutions may also be targeted to deal with certain issues within a company, as exemplified by a current digital transformation which A.T. Kearney was included in at an integrated oil and gas firm.

The organization had discovered that poor data flow, inadequate facilities and broken procedures were making it challenging for downstream refinery employees to monitor, inspect, and maintain field equipment. Nearly all the repair and maintenance work was responsive, direct times for approvals were extended, and a lot of the full procedure was paper-based. In addition to negatively impacting productivity, these struggles also made it challenging for the company to attract and keep new area operators, so many of these younger workers and individuals, in an already diminishing workforce.

Following this inspection process, the business decided on the next digital endeavors: 1) set up an onsite personal network for mobiles, tablet computers, and programs to boost field communications; two ) launch pilots to utilizing detectors and other infrastructure to track the status of nonvital gear and predictive analytics to set optimum frequency and timing of maintenance for critical equipment and procedures; and 3) adapt offices for new methods of working, transform associated labor practices, and reassign functions and obligations.

Field operators today create caution warnings, not only episode reports, which help produce a sense of urgency around fixing the matter. Field operators can also be stored in the loop regarding the standing of warnings after the truth, circulating more precise info and cutting reaction time. A brand new transparent shift scheduling procedure enables increased flexibility in schedule-change asks, as area operators and supervisors share updated data in real time. Plant-procedure master checklists are developed and handled digitally rather than being paper-based. Because of this, they provide greater precision and permit common processes to be available to all and reused by numerous plants. The ePermit to perform a procedure, which arouses plant accessibility for area operators, has been streamlined by digitizing authorization utilizing mobile devices and digital signatures.

It is essential to mention that the transformation campaign didn’t only concentrate on implementing new technologies. Additionally, it involved changes to procedures, culture, and office environment. By way of instance, workspaces such as area operators are established, relocated, merged, or redesigned to enhance participation, cooperation, and ease of working. In all, over a hundred people engaged in the work area and ethnic co-creation effort.

Related: – How BlockChain Technology Growing Importance in Retail Industry

One step at a time

Long seen as a cost centre and also an afterthought, the supply chain is currently regarded as central to firms’ push for support differentiation and competitive edge. At precisely the exact same time, the previous five decades have seen a quantum jump in digital supply chain engineering that promises to aid with the growing complexities of information flows, sourcing and supply logistics, and inventory management. In production, and especially in heritage businesses, digital supply chain conversion has emerged as a dividing line between future expansion and slow reduction.

Businesses starting that transformation may gain from the rising accessibility of customizable, off-the-shelf technologies alternatives. Meanwhile business success stories and best practices have grown across many verticals demonstrating the concrete benefits digital transformation may provide. Now’s the time for organizations to proceed, or danger spending weeks or years fighting to catch up after. Yes, the technology is complicated, the procedure will be tumultuous, and also the proliferation of service, product, and strategy choices can be perplexing. But as the old saying goes, each thousand-mile journey begins with a single step. A very clear plan which ties to the organization’s overall plan and generates acquisition from stakeholders can supply that initial step.

Autonomous Vehicle Landscape 2023: The Leaders Of Self

Self-Driving Car is yet to take a leap from sci-fi to real-world application. With rising debates and discussions at scale regarding the rollout of the


Investment: US$3 billion Note: Waymo makes its own sensors in-house.    


Investment: US$9+ billion Note: A new vehicle has been developed with Honda—a unit purpose-built for autonomous ride-sharing. General Motors went from laggard to being one of the leaders when it bought the company formerly known as Cruise Automation in 2024. The automaker’s own engineers were trying to figure out how to get a self-driving car to make complicated turns when they discovered that Cruise had made more progress retrofitting founder Kyle Vogt’s Audi A4 with an autonomous system. GM paid more than US$1 billion for Cruise and started developing self-driving electric cars. Today, with more than US$9 billion in capital raised from parent GM and partners Honda Motor Co., SoftBank Vision Fund, and T. Rowe Price, Cruise LLC is trying to launch an autonomous ride-hailing service in San Francisco. GM, the majority owner of Cruise, has remained mum on when the service will launch since the company missed its target in December 2023, but executives say they hope it will happen soon. In preparation, Cruise has hundreds of its cars being tested in San Francisco. Vogt, now the company’s chief technical officer, has said that if a car can navigate San Francisco, it can handle any kind of driving. Cruise is using modified versions of GM’s Chevrolet Bolt electric car.    

Argo AI

Investment: US$2.6 billion (VW); US$1 billion (Ford) Note: Deep pockets and wide reach from a pairing of two of the world’s largest automakers. Volkswagen AG and Ford Motor Co. vaulted into the pantheon of self-driving leaders by joining forces in July 2023 to jointly develop autonomous and electric vehicles. VW agreed to contribute US$2.6 billion to Argo AI, Ford’s self-driving partner. That boosted the autonomous startup’s valuation to US$7 billion. The pairing of VW, the world’s largest automaker, with Ford, the sixth-largest, has created a global goliath. Volkswagen could have gone with any number of autonomous players, according to Sam Abuelsamid, principal analyst with Navigant Research. “The fact that they’re willing to put their money behind Argo is a vote of confidence that they think Argo is on the right track,” he said. VW is contributing more than just money. In addition to US$1 billion in cash, the German automaker is folding its Autonomous Intelligent Driving unit into Argo’s operations. That gives Argo an additional 200 engineers, bringing its staff total to more than 900. It also adds a European headquarters in Munich. Argo is run by CEO Bryan Salesky, once a leading figure in Google’s self-driving car project—now known as Waymo—and Pete Rander, previously a founder of Uber’s self-driving program. Salesky has said he intends to begin testing autonomous vehicles in Europe as early as this year. In the U.S., Argo already has Robo-taxi and driverless delivery pilot programs in Miami, Washington, Detroit, Pittsburgh, Austin, Texas, and Palo Alto, Calif.    


Investment: US$700+ million Note: Aurora’s brain trust—its co-founders previously led automated driving development for Alphabet, Tesla, and Uber. Aurora Innovation’s biggest claim to fame may be its rock star cast of automated driving nerds. CEO Chris Urmson started Alphabet Inc.’s self-driving project. Co-founder Sterling Anderson led the team that developed Autopilot for Tesla Inc. And Chief Technology Officer Drew Bagnell is a robotics professor at Carnegie Mellon University who helped found Uber Technologies Inc.’s self-driving center in Pittsburgh. The three-year-old startup also has some big-name investors, including Hyundai Motor Group, chúng tôi Inc., and Sequoia Capital. Aurora is testing its self-driving software on vehicles from several automakers, including Hyundai and Fiat Chrysler Automobiles NV. But it doesn’t share its intellectual property with them, and it has insisted on remaining a neutral player in the race to autonomy. It rebuffed an acquisition overture from Volkswagen, the world’s largest automaker, in 2023 and later broke off its partnership with the company to maintain its ability to work with multiple carmakers.    


Investment: Undisclosed Note: Bringing together a supplier and a consumer-facing company could be a formidable combination. No one would have imagined a decade ago that a vestige of bankrupt GM would be a player in the self-driving revolution. But Aptiv Plc, the former Delphi Automotive parts unit that split out its powertrain business, is the rare auto supplier that seems to have successfully transformed itself into a serious autonomous vehicle (AV) player. It did so with a string of tech acquisitions to piece together a self-driving system it’s developing with Intel Corp. The largest was self-driving startup Nutonomy, which had been running tests of driverless cars in Boston and Singapore at city speeds. Since buying the company in late 2023, the team has grown from about 120 people to more than 700 in Boston, Singapore, Pittsburgh, Las Vegas, and Shanghai, according to Chief Technology Officer Glen De Vos.

Update the detailed information about Digital Transformation Consultants In 2023: Landscape Analysis on the website. We hope the article's content will meet your needs, and we will regularly update the information to provide you with the fastest and most accurate information. Have a great day!