Digital Transformation


The client, a major global manufacturing firm with a science-driven culture, was aware that they had fallen behind the curve in terms of their adoption of digital collaboration technologies. They felt a need to transform the way they operated across three key sets of relationships, within the organization, with close partner organizations, and with customers. There was a strong desire within many pockets of the organization to progress across all of those these three areas. However disagreement existed on how best to move forward, there was no unified view across the organization, and some teams were initiating rogue, ad-hoc adoption of digital tools not supported by IT.


While appreciating the strong grassroots enthusiasm of employees, there was a strong desire at the leadership level to ensure that digital transformation was carried out in a coordinated, systematic and strategic way. To this end, we facilitated a dialogic approach to engaging the organization, involving 150 participants on the client side, encompassing business functions such marketing and corporate affairs, business insights, internal collaboration and knowledge sharing, employee engagement, and recruiting. The early part of this engagement involved a visit to the client’s global headquarters, and a series of workshops with key teams involved. Simultaneously, we engaged people in all of the client’s major international hubs through virtual means.


The outputs of the engagement were a Digital Transformation Roadmap, and a prioritized set of digital transformation pilot proposals, several of which were recognized as low-hanging fruit and rapidly adopted. Importantly, we were able to achieve a high degree of organizational consensus around the Digital Transformation Roadmap, enabling teams to make their business cases and win funding for pilot projects.

We trained a few hundred people within the client organization to launch and run pilot projects that involved testing new ways to engage internally and explore project ideas. While not every pilot project was deemed a commercial success from the outset, the client was able to test new product ideas with high commercial potential, and the rapid customer feedback they received was useful in opening up promising commercial possibilities they had not even considered before.