I worked at a large independent software vendor as a head of engineering for over a decade and through a period of incredible change, as the organisation shifted from a successful desktop based software company to a successful online based software company. The digital transformation that large independent software vendor undertook impacted all parts of the business, from product development through to finance.
Most people are aware that without customers, there is no business – yet there are a wide range of approaches across companies when it comes to ‘the customer’. Some are deeply client-centric down to their DNA: You may have seen this – the majority of employees hold the customer as a ‘god’ and challenge everything to ensure the best result for the customer.
The Australian energy sector is facing a series of challenges and opportunities; many of which are being driven by technological change across the electricity generation, supply and consumption segments. The number of informed customers who expect greater levels service, value for money and transparency is growing rapidly.
One of Australia’s most successful budget airlines saw the need to review their digital team’s work practices and capabilities to embark on an accelerated path. The airline recognised that while they were delivering a solid flow of new products and features to market this often relied on “individual heroics”.
As part of a bid to renew the franchise for operating one of Australia's largest suburban rail networks, our client identified 'digital' as a critical success factor within the forthcoming bid. Other than the usual operational and business technology foundations, the concept of digital was not defined, but it was critical to define what this could be and ensure digital was compellingly incorporated into the franchise bid.
While our client already has demonstrated capability in the digital space (skilled people, a social media presence and use of metrics for digital channel performance), they felt their strategic settings for digital weren’t strong. The senior management understood the need to be more flexible in how they built and maintained relationships with their supporter base.