+OneX Digital Consulting is our strategy and advisory service empowering our clients to leverage the opportunities enabled through the 4th Industrial Revolution and to respond effectively to the demands of the exponentially accelerating changes in the digital economy.
We view a strong, executable digital strategy as the catalyst to unlock the full value of technology and accelerate organisational change. With our clients’ aspirations and intent at heart, we work collaboratively with them to understand their existing digital maturity, define a digital aspiration and chart a clearly defined course to achieve their ultimate objectives. Obsessing about our clients’ outcomes, our partnership-approach ensures that our digital strategies are practically executable, technically feasible and ensure that the end results exceed expectations.
At the start of any journey, we need to know two things:
- Where are we?
- Where do we want to end up?
Digital Discovery ensures that we establish a clear indication of “Where you are”.
We fulfill the role of a partner, advising our clients on the most appropriate and most contextually relevant journey to adopt for them to achieve their digital aspirations. We start by working with the client to establish their current digital maturity and capabilities, relative to the evolving business landscape, latest digital trends and best practices
Set the platform for a successful journey – With an independent assessment of your current digital maturity, a significantly clearer picture can be visualised of what needs to be done to achieve your objectives.
Measure the right stuff – To avoid “marking your own homework”, our Digital Capability Maturity Assessment (DCMA) ensures that we assess your capability relative to key dimensions as defined in our model. Your success is maximised because we know what areas to focus on.
Keep track of your progress – Once the DCMA has established a benchmark, the assessment can be repeated at stages of your journey in order to measure progress made. KPI’s can be identified and tracked.
Know what obstacles will hinder your journey – Having a transparent view of current constraints provides an opportunity to put mitigation measures in place and plan on how limitations will be overcome
A clearly articulated digital strategy is critical to ensure that DELIBERATE action is taken to achieve a STRATEGIC GOAL
Our seasoned Digital Strategists will clearly articulate our client’s digital aspiration and intent, designing an achievable digital strategy. We adopt a holistic approach with the understanding that achieving a digital aspiration does not rely only on technology and we ensure that all critical dimensions are addressed in the strategy.
Establish focus and alignment – Our digital strategy is developed in collaboration with our clients and ensures that you achieve a sense of direction and alignment within the organisation (across leadership, staff and all stakeholders) to achieve the necessary focus for success. We define a digital destination that charts a course for the journey. With support aligned, a pervasive digital transformation across business entities is possible.
Improve operational efficiencies – As the strategy starts to identify areas where resources should be channelled, and clearer KPI’s are measured, effectiveness is enhanced and wastage is reduced.
Achievable strategic objectives – Our approach to strategy formulation is grounded in practicality and avoids conceptual aspirations that are not executable.
Equipped to remain digitally relevant – At the heart of our digital strategy is the need to remain digitally relevant by responding to 4IR, exponential changes in technology and the threat of digital disruption. Our strategies take this context into consideration, providing our clients with an approach that enables them to change effectively to remain relevant and leverage new opportunities presented.
Digital transformation is not only about Technology. A holistic approach to executing the digital strategy is key to success.
We bridge the gap between concept and execution and specialise in translating a strategy into a realistic, practical execution plan, highlighting all aspects to be considered in a holistic approach to building digital solutions. Our plans ensure execution success through the selection of the most appropriate execution methodology; prioritising initiatives and managing interdependencies.
Enable realisation of strategic intent – A strategy remains worthless if it cannot be executed. We translate the digital strategy into a realist execution plan including the selection of appropriate execution methodologies and the prioritisation/sequencing of initiatives. Our clients are equipped with a blueprint to realise their initial intent and associated ROI.
Improved delivery effectiveness – Often the full potential of an objective is never realised due to critical building blocks being omitted. We understand the FULL extent of what needs to be done to fully enable a digital objective. While enabling technology solutions, we ensure that other changes necessary in the organisation (e.g. training, process reengineering, change management, regulatory compliance, etc.) are identified as part of the plan.
Clear journey visibility – The roadmap provides leadership and executives with insight into priorities, timelines, investment requirements, resource requirements, cost traceability etc. It provides a mechanism for effective decision making and for ensuring alignment with strategic priorities
Management of the digital execution roadmap ensuring greater delivery predictability across a variety of execution methodologies
Based on the selected methodology, we take accountability and manage the execution of the roadmap through our skilled project managers, Scrum masters, change managers, etc. Our team ensures that we deliver outcomes that meet and exceed the initial strategic intent.
Maximum flexibility – Our Transformation Management service allows our clients maximum flexibility in selecting the best suited execution methodology (Waterfall, Scrum, SAFe, etc.) irrespective of their in-house capabilities and skillsets. Furthermore, our service offers the ability to scale-up and scale-down resources as the projects evolve and demand on resources changes and avoids the need to recruit in-house.
Improved objectivity – Projects or transformation journeys often demand a “change” mindset and the transformation management role could be incumbered by existing organisation structure, office politics, relationship, legacy etc. Our service assists clients in avoiding this by allowing an objective manager to drive a vision and direction firmly centered on the agreed project objectives.
Tap into experience – We take accountability to ensure that the relevant, experienced management resources are working to ensure successful delivery, irrespective of the methodology selected.
Maintain journey continuity/momentum – By making use our Transformation Management service, we are able to maintain the “golden thread” from Discovery, Strategy and Roadmap definition through to Execution. Retaining this accountability end-to-end enables us to maintain momentum and continuity.
COVID-19 has simply accelerated the need for digital engagement and enablement started by the 4th Industrial Revolution. As was true of the dinosaurs, despite their enormity and dominance, their failure to adapt saw the smaller species thrive, evolve and dominate. The facts are clear, existing businesses have no safe haven other than discovering and embracing the new normal.
Whilst digital is driving or demanding change, digital transformation does not solely mean the adoption of or implementation of digital technologies. It does mean major change across the organisation, aligned with consumer or customer expectations at the digital front-end.
Making a shift toward Business Agility enables the whole organization to become adaptable and responsive to change. Whether or not business units use Agile methods themselves, the Agile organization is one where all components align around value streams to allow for rapid experimentation, continuous learning, and low risk, iterative creation.
There are steps to achieving business agility, which begin with accepting that change is necessary. Digital transformation requires leadership from the top of the organisation, to create the spark for change and keep it alive as the digitally aligned organisation takes shape.
Recognise the tipping point for survival – The modern, disrupted world is hostile, and large or long-established organisations can be slow to adapt.
The initial barrier to change is often complacency – successful, profitable businesses believe they are immune to threat. We help our clients realise that change is not negotiable, and to set a vision for an agile and responsive future.
Leverage intrinsic value – Any organisation that has survived up to this point has intrinsic value, built over years into existing products and services, and through the team’s experience.
We help clients identify this value – and challenge perceived constraints – by changing their thinking: it is not the way we do things, but the things we know.
Think holistically – Business agility requires a whole-company response, not just a change to the shop window. A modern customer experience is clearly important, but it is not good enough to merely encapsulate old practices in new technology.
We establish the agile principle of ‘seeing the whole’, so that changes are not made in isolation but in a synchronized manner across the organisation.
Establish a culture of continuous improvement – Undertaking a business agility transformation means committing to identifying and meeting the expectations of future consumers, and rapidly responding to ongoing changes in the marketplace.
We foster a culture that continuously seeks to innovate and improve. We help our clients create the environment where people are equipped to take on future change themselves.
Recognise the importance of leadership – The leadership team, more than any other part of an organisation, needs to understand the challenge and take decisive action to achieve success.
We support and challenge our client’s senior teams to recognise the need for change, identify how they will change, and to lead the change across the rest of the organisation.
Our consulting will improve your business agility, enabling you to:
- Become more customer centric
- Shift from occasional large projects to continuous delivery of value in small units.
- Speed planning and adaptation with a tight feedback loop between business stakeholders and delivery teams.
- Pivot on demand with faster, more flexible financial planning and budgeting processes.
- Enhance flow by expanding agile teams to include upstream business stakeholders and downstream operations.
- Accelerate decision making by empowering teams as small entrepreneurial units that own the full product lifecycle.
Our training will help you improve your knowledge, debunk the myths, and leave the training knowing what to do next. We are accredited to offer an extensive selection of the SAFe® certification range of courses.
- Open public training classes
- Private on-site classes
- Online in live virtual classrooms
Our trainers have significant experience in delivering products using agile techniques and will be happy to adapt our agile training courses to address the difficulties you are facing.
We help your teams and key roles build the skills, enthusiasm and firm foundations needed to deliver effectively in an agile environment. We help you invest in your people by co-facilitating meetings with new teams to instil Agile practices.
We make a point to “coach ourselves out of a job” by mentoring your Scrum Masters, Product Owners and Agile Team leads to build competency so they can take over and sustain the process long after we are gone.
Agile coaches are the vehicle for successful transformation, through which individuals and teams learn what business agility means and to foster the new culture required to adapt to inevitable changes.
Customer Centred Innovation
The most important single thing is to focus obsessively on the customer. Our goal is to be earth’s most customer-centric company. —Jeff Bezos
‘You’ve got to start with the customer experience and work back toward the technology – not the other way around. ‘ – Steve Jobs (Apple Founder)
“If I had asked people what they wanted, they would have said faster horses.” Whilst there is actually no real evidence that Henry Ford actually uttered this famous phrase, his thoughts on customers’ ostensible inability to communicate their unmet needs for innovative products and his tone-deafness to customers’ needs (explicit or implicit), had a very costly and negative impact on the Ford Motor Company’s investors, employees, and customers.
In 1921, the Ford Motor Company sold about 2/3 of all the cars built in the U.S. By 1926, this share had fallen to approximately 1/3. And in 1927, when Ford belatedly responded (at tremendous financial cost and internal strife) to changes in the market’s tastes and competitive innovation by shutting down production temporarily to re-tool his factories and bring the Model A to the market, that percentage fell to about 15%. It was clear what people wanted, and it wasn’t faster horses. It was better cars, with better financing options.
The point here is most decidedly NOT that the lesson to be learned from Henry Ford’s faster horses is that when pursuing innovation, it is perilous to ignore customers. An innovator should understand one’s customers and their problems via empirical, observational, anecdotal methods or even intuition. The real lesson learned was not that that Ford’s failure was one of not listening to his customers, but of his refusal to continuously test his vision against reality.
In short, not only is it important to have empathy with customers needs and wants when innovating, but also to continuously validate and refine assumptions driving the innovation process with real customers.
Customer centricity is a mindset: Whenever a customer-centric enterprise decides, it deeply considers the effect it will have on its end users.
Focus on the customer – Customer-centric enterprises use segmentation to align and focus the enterprise on specific, targeted user segments
Understand the customer’s needs – Customer-centric enterprises move beyond merely listening to customers who ask for features. Instead, they invest the time to identify underlying and ongoing customer needs
Think and feel like the customer – Customer-centric enterprises try to see the world from their customer’s point of view
Build whole product solutions – Customer-centric enterprises design a complete solution for the user’s needs, ensuring that the initial and long-term experience of the customer is always ideal and evolving as needed
Know customer lifetime value – Customer-centric enterprises move beyond a transactional mentality and instead focus on creating longer term relationships based on a clear and accurate understanding of how the customer derives value from the solution
Market and User research
Market and user research that creates actionable insights into the problems customers face, the solution requirements, and the solution context forms the foundation of the customer centric enterprise.
Our market research offering will help you drive your product strategy whilst our user research offerings will help drive your product design.
- Innovation games
- Empathy interviews
- A/B Testing
- Quantitative surveys
Design led Innovation
Design-led innovation refers to the philosophy that businesses should be forward-thinking and problem-solving. Being a design-driven business does not just mean you are good at drawing. It is also about a state of mind, how you approach problems, and the company culture.
What we refer to as a ‘design state of mind’ is partly about perspective, partly about empathy. When you step back and consider every angle, you will be able to better appreciate all the individual elements, rather than just the design as a whole.
- Customer Journey Mapping
- Facilitated Design Thinking
- Google Design Sprints