Running your digital or analytical programmes to attain your business objectives requires a unique blend of skills. Getting one or two attributes is easy, getting them all is not. We also help work out what you should be doing if you're still struggling to know where to start. Far too many companies have a CEO or external investor objective of "being current" and to do that, they want a digital programme. If the driving force is to "be digital", you've already failed.
Taking your data to resolve specific issues in your organisation. Sorting through the data quality nightmare, forensically examining what's happening and drawing out conclusions. The truth is there.. somewhere. Companies look to differentiate through information augmentation, but everyone can subscribe to a data service. The data that is unique in the market is yours... exploit it because nobody else can.
Forget AI for now, IA (Information Augmentation) is taking external data, processing it, and using it to enrich your existing data to get increased value. This assumes your data is already in good shape, enriching can add more colour and insight. Whether this is deeper understand of your competitors products, customer behaviours, or the risks in the market, testing the veracity of the data and applying it is a great asset when done well.
Digital is often expressed as four subcategories, Social, Mobile, Analytics and Cloud. Our primary focus is Analytical, often in a Mobile context. The reason we focus here is simply because this is where real value can be unlocked. We've worked with retailers to pinpoint picking issues and data quality problems, we have built loss prevention tools to reduce waste and detect fraud. We've worked with insurance companies on smarter faster underwriting, helping validate submissions for efficiency, creating challenging performance models to help write better business and to understand how you continually learn and improve.
That's not to say the other areas are not important, they are, but they're tools. The cloud is a way to work, but the cloud for the sake of cloud will be no more than a cost saving exercise and Social is of value if you do something with the data, our IA approach mixes such data with your own.
We also collect and harvest data and then analyse over time. We're the leading authority on Tesla car pricing and work with a number of specialist traders providing them with trend data. We also offer free public search tools consolidating prices from all the leading sources.
And when we're not doing all that, we provide websites to some local businesses including the local pub! We are human after all.
We don't subscribe to the typical digital route maps as its far too heavily biased to the "here's a technology, what can we do with it?" model. It's easy for the large consultancies to push this agenda as they have armies of people that can walk the technology walk, but they struggle to translate this into business improvement. That's not to say technology is not an important component of the journey, but in themselves, they are often not revolutionary.
Real change does not just come from doing things differently, it comes from doing different things. Kodak didn't fail because they didn't embrace creating pixilated photos, record stores didn't struggle because they didn't take contact-less payment, these companies failed because the business they were in was fundamentally not a viable business at scale. It's a subtle point but it runs to the heart of our ethos, the right thing today may be as simple as automating the keying in a business process, but the bigger vision is why does that business process exist at all?
We've worked with companies that have experimental labs, these tend to be sniffing out the technology and using the vendors to tell them the business case. Leadership in the market comes from working out what you want to differentiate on, what a future operating model may look like, and then working out how to do it. Block chain is almost universally approached from the wrong angle yet its popular and pushed onto every organisation there is. We don't believe in starting any journey with the technology, and while the art of the possible is a consideration, true creativity is for the business to turn to IT and say this is what you need to achieve rather than asking what can be achieved.
providing insight and specialism on data, digital, analytics and the GDPR regulations which will impact most organisations in the next few years. Cyber is also a significant threat to organisations, and linked to GDPR and business continuity and we can advise on system design and incident response planning. Either through project and programme management or as non executive directors and part of your senior team.
a role we often combine with a management role where we can help define the longer term road map, or short term tactical plans. Behind both of these we can help establish the objectives and the business case, playing particular focus on helping determine what the success factors are. We have performed this role in insurance companies, retailers, the public sector and utilities.
is the term we use for the skills required to collect, process and provide information back to you, either as a one off or as an ongoing service. We also carry out own speculative research using publicly available information, often using forensic techniques to find it, and then looking for insight to take to market.