Digital Transformation: Modernization That Survives Contact With the Business.

The platform, the vendors, the delivery organization and the cost line addressed together — because changing any one of them alone is how transformation programs stall in year two.

WHO THIS IS FOR

Companies carrying a platform that no longer fits where the business is going, and a technology cost line nobody can fully explain. Often ahead of a capital event or an acquisition, or in front of a board that has lost patience with the roadmap.

THE PROBLEM

Transformation is usually scoped as a technology project and funded as a capital project, then runs straight into the operating model nobody agreed to change. Eighteen months in, the platform is half-migrated, the old system is still running, and both are being paid for.

What the Work Covers.

• Architecture and platform assessment against where the business is actually going
• Vendor portfolio rationalization and contract renegotiation
• Delivery discipline: how work is estimated, committed to and shipped
• The operating-model changes the technology change depends on
• A roadmap with quarterly milestones a board can hold someone to

Engagements run on Genexis ARC, our four-stage method from readiness to run-rate. Process and data work is mapped to APQC’s Process Classification Framework, which makes the baseline comparable rather than anecdotal, with ITIL 4 where service operations are being standardized.

Scope and fees are set on a fit call, once the shape of the problem is clear.