Digital Transformation

We transform brands into the digital future, today


To transform strategically from a physical-first to a digital-first business taking into consideration your brand’s digital affinity, your industry’s characteristics, and selected market & technology trends that help the process of transition

Intro + Why

Digital is transforming how we live. While it seems intangible, its impact is visible both in our professional and personal lives. Whether that is positive or negative, it is up to us human beings. There used to be a saying that money is an asset, what you use it for can be either right or wrong. Today, the same is true for digital. We believe that it is our responsibility to use digital in a way that gives us back more time. This can mean that we find ways to avoid repetitive human effort but can also mean to build better paths of brand, market, and business development than the existing ones. Furthermore, in the current global pandemic, it can mean creating innovative ways to reshape industries, strengthen resilience and prove that the future holds more than what we used to believe about it.

Yesterday was a good day to start digital transformation

The pandemic showed us many things, starting from major flaws in our healthcare system to business-critical challenges that shook the world’s status quo. This changed how leaders think, use, or pilot with digital. People used to point fingers at brands like Uber, Airbnb, Wise, or Netflix and say, ‘Well yes, they are unicorns, the lucky ones.’, believing that what was possible for these companies is far-fetched from them. That changed, not by choice, but by the lack of it. There is a massive wave of enterprises re-evaluating their traditional business models in order to use digital to create sustainability.

This is not easy, especially for those who haven’t placed strategic focus on digital before. On the one hand, this creates an opportunity for brands who are willing to go the extra mile, on the other hand, this will increase the competition in digital as never before, putting enormous pressure on companies who are in the early stages of their transformation.


We have defined and applied our approach for leaders who understand that change starts in the mind and innovative approaches are able to reform how organisations are developed. The process we apply is based on two components:
Component 1

A 3 pillar structure that defines the key milestones of a digital transformation journey

Digital Transformation doesn’t start with technology, it starts with people. First and foremost, there is a need for a shift in mentality that encourages people to experiment, allows them to fail, and at the same time, demands learning from these endeavours. Furthermore, it requires a humble approach, where people accept that what used to work in a certain way will change inevitably. Letting go of the old is not easy, but it is critical. These transitions in mindset will set the ground to carry out the 3 pillars of Digital Transformation efficiently:

Digital Strategy (DS)

Digital Strategy Audit (DSA)

Digital Experience Strategy (DES)

Your brand hit a growth limit with the traditional business model:

Digital Delivery

Digitalization is already part of your strategy, but you are unable to drive new business with it
Value creation
Component 2

A dual framework that stands as the strategic foundation of the transition process

In order to be able to execute the above-described pillars in a way that challenges conventional thinking while identifying new digital horizons, businesses need to adopt Digital Transformation Frameworks that make the process tangible and intuitive. The scope of such frameworks is to help you organise transition as success depends on systemising the Functional Elements of the business.

These Elements are the building blocks of the dual framework:
A. The Organisational Framework
The system that focuses on the functions between People, Processes, and Technology. Using this will help identify the critical functional bottlenecks that create organisational transformation caps such as:

The traditional cap

When well-prepared People work with well-established Processes but lack proper Technology, the Organisation is not future-ready.

The human cap

When well-established Processes are combined with proper Technology, but the Organisation lacks People with relevant knowledge and experience, performance indicators will suffer.

The scaling cap

Well-prepared People work with great Technology but don’t have proper Processes instilled, it’s impossible to scale the Organisation’s work.
In most cases, there is a combination of these types of caps, and the framework will assist in understanding, analysing, and resolving them to get to an optimal scenario, where the right People work within well-defined Processes sustained by front-line Technology, thus delivering the best possible results in Digital Transformation.
In order to use this framework efficiently, the following strategic tasks need to be carried out:
Strategic tasks:
Knowledge base strategy
(what it consists of, how it grows)
Knowledge transfer model
(how the team learns, how follow-up is made)
Development model
(why does a team get motivated to learn)
Technological support to sustain knowledge base and learning
Strategic tasks:
Prioritising departments
Mapping out recurrent tasks amongst departments
Mapping out recurrent tasks within departments
Defining process goals (eliminating/renewing outdated processes)
Process optimisation (automating recurrent processes)
Technical support for constructing and sustaining processes
Strategic tasks:
Building a map of the ecosystem (based on departments)
Exposing narrow cross-sections in the ecosystem (where do technologies block out each other)
Eliminating/renewing outdated technologies
B. The Departmental Framework
The system that focuses on the functions between a Department, Innovation, and Technology. Using this will help identify the critical functional bottlenecks that create departmental transformation caps such as:

The chaotic cap

A well-functioning Department is making continuous Innovation, but emerging Technology is not embedded correctly in the ecosystem.

The impractical cap

Innovation and Technology work well together, but the Department is not involved, leaving its practical functioning underdeveloped.

The outdated cap

Focus on well-functioning Technology and Department makes the habitual methodology quickly become obsolete.
Most businesses face a combination of these types of caps. The framework offers an understanding that ignites an optimal scenario, where a knowledgeable Department works with proper Technology in order to create relevant Innovation.
To utilise this framework efficiently, the following strategic tasks need to be carried out:
Strategic tasks:
Analysing and re-evaluating the department’s goals
Mapping out pain points within the department
Devising a development strategy as for the department
Technological support for the department’s operation
Strategic tasks:
Measuring the duration of department-specific executions
Rethinking and replanning the slowest processes (in terms of mechanism and technology)
10x strategy (innovative solutions which lead to 10x more efficiency/growth reach)
Innovational brand sprint (what kind of strategic innovations are to be implemented short-, mid-, and long-term)
Technological support for introducing and sustaining innovation
Strategic tasks:
Monitoring, refreshing and supplementing department-specific technological packages
Mapping out technological connections amongst departments
Eliminating/renewing outdated technologies


Experience a digital transformation process that is guided the right direction step-by-step
Learn from data-driven piloting and constantly improve business performance
Dodge unnecessary investment in old-fashioned digital projects where you see results only at a late stage
Avoid hefty consulting practices that say more than they do
Grow your management’s digital affinity by insights from our experts’ hands-on experience

What to expect

Challenges that take both your people and processes out of standard operations
An innovative journey, not a regular digital project
Continuous involvement that starts with a limited allocation need but grows steadily as you accomplish milestones and related KPIs
Measurable business transformation that you can compare to the previous era
Short-term discomfort for long term business sustainability
Shouldn't expect

What you shouldn’t expect

Short-term ROI
A solution to all of your organisational challenges
Being able to copy the success of established digital brands within a short period of time
Digital strategy and digital experience strategy delivered by our experts on workshops and documented in a PDF format
Performance reports on a defined frequency depending on the pilot’s requirements
Strategy driven technology, innovation, and department-specific process implementation
Continuous guidance in the transition process

When is recommended

We could have made a list of moments here when it would be ideal to start a digital transformation journey. However, the truth is that all those moments are gone. The best day to start this was yesterday. Nonetheless, here is what we recommend instead:
Here are some use cases when our onboarding makes an impact:
You feel that digital transformation is a black hole:
Your brand hit a growth limit with the traditional business model:
Digitalisation is already part of your strategy, but you are unable to drive new business with it:
You have worked with digital agencies before. Usually, they are good at execution but don’t take responsibility for strategy:
You have worked with digital transformation consultants before. Usually, they are good at giving directions but don’t know how to walk their talk:
You thought your digitalisation efforts were on the good path but saw the market move at a different pace:


1. Strategic kick-off workshop
to align on project goals and expectations
2. Digital Strategy
Min. 5 workshops are recommended
3. Digital Experience Strategy
Min. 5 workshops are recommended
4. Digital Delivery
A. Pilot implementation
(based on the strategy, one or more these can be implemented in parallel: Pilot validation | Pilot improvement | Pivoting or scaling)
B. Scale-up Strategy
Min. 5 workshops are recommended
C. Scaling the pilot

What to prepare

A Digital Due Diligence Report on your current digital status that is not older than 3 months.
Not sure what should it cover?
A Digital Feasibility Report on one or more selected transformation paths that validates your strategic direction
Not sure what should it cover?
A Digital Continuity Report about your current team’s:
- Digital affinity
- Experience with digital projects
- Status report on existing digital skills and their evaluation
Current Business Strategy
Organizational Structure Presentation
Customer Experience Map
Customer Experience Map
Competitor Analysis
Competitor Analysis
Brand Audit Report
Track record and report of previous successful and/or unsuccessful digital projects
Pandemic Impact Report

Who needs to be involved

Chief Marketing Officer
Chief Information Officer
Chief Technology Officer
Chief Experience Officer
Head of Sales
Head of Planning
(Operations & Resource)
Operative support
Marketing Department
Marketing Department
Technology Department
Technology Department
Sales Department
Sales Department
Innovation Department
Business Centre


for those who haven’t started

We don’t have a time machine yet, but we can help you start today

for those who started but struggle

Digital transformation shouldn’t feel overwhelming. They like to make it feel that way.

We help you find the right focus

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