Contino’s Digital Innovators Report Reveals The Levels of Success Digital Transformation Can Provide
15:30 28 August 2021
Several organisations are attempting large-scale change efforts to exploit the benefits of these trends or merely to keep up with competition as digital technologies profoundly transform industry after industry.
To achieve a successful digital transformation, companies need to establish the following:
- A clear transformation strategy
- Robust technology integration with the business, and
- A concerted effort to engage employees during the evolution.
These three factors appear to be the overarching theme in Cotino’s 2021 Report on digital innovators, which you can find here at contino.io/insights/top-20-dx-innovators. The report presents interviews with twenty executives from various companies, including O2, AXA, Nationwide, 10x, Sainsbury’s, and Credit Suisse.
Contino chose these individuals for their experience, commitment, and success in promoting true digital transformation in their organisations, rather than simply accepting the status quo. They’ve made significant strategic contributions, such as helping to shift attitudes, implement new procedures, and reimagine their company’s digital capabilities for the better, resulting in the resiliency and agility that will be crucial in the coming years.
Levels of Success Digital Transformation Can Provide
Even though businesses are having difficulty with digital transformation. This does not suggest that digital projects should be shunned or, worse, abandoned. In contrast, the power of technology transformation has helped numerous commercial, government, and non-profit organisations significantly.
Here are some success stories:
JLL’s Success with Chris Zissis
During the last couple of years, Chris has led a revolution in JLL’s capital markets unit, a worldwide commercial real estate firm. He combines two skills in the technology transformation arena that are rarely seen together: the ability to strategise accurately within a complicated global organisation and the determination to pivot and adjust the roadmap to secure huge investments for the future.
The first stage entailed integrating and growing their fragmented tech and data stack across a worldwide organisation and automating and digitising fundamental processes from beginning to end. The aim was to create consistent, user-friendly encounters across the sales process. Sales teams can implement global and local deals and access real-time investor information by adopting a unique sales platform and information architecture spanning 40 markets.
The unparalleled digital capabilities that resulted and the data that they unlocked have empowered JLL to swiftly iterate on complex data-driven solutions in line with lofty product and service plans once Chris and his team developed the global tech platform.
JLL’s digital expertise has given them a significant market reputation. During the COVID-19 shutdown, it allowed for the flawless integration of a large purchase. An accomplishment that competitors can only dream of achieving.
Paul Whyte at Best Food Logistics
Best Food Logistics’ parent company recruited Paul Whyte, a business turnaround specialist, in 2017 to improve the company’s market position and financial performance. His main goal was to change the company’s culture from cost-cutting to delivering value to consumers and differentiating the company through technology and big data.
Best manages the distribution networks of several of the UK’s most popular chain restaurants, purchasing and delivering everything that they provide to their consumers. Previously, the industry had solely traded on price, and Best Food was losing a lot of money.
The industry faced challenges, with shipments frequently being early or late, disrupting restaurant crews and resulting in waste. Paul and his team created a forward-thinking strategy that used big data and cloud-based reporting to optimise deliveries and give great customer service.
Paul’s team gathered data from Best Foods’ data miners, fed it into sophisticated analytics, and began getting specific insights into how they could optimise deliveries, thanks to the fact that Best Foods manages its own depots and has its own IT. Paul gave a tour of the company, presenting a compelling argument for change that altered the company’s culture from cost-cutting to customer-centred and data-driven.
Supported by significant insights into their businesses, Best has expanded and improved commercial rates by providing customers with optimised deliveries. Best was acquired by Booker Group, a subsidiary of Tesco PLC, in 2020 due to its performance.
Matthew Griffin’s Work at Transport for London
Matthew’s approach has evolved to become people-focused over his 12 years at Transport for London (TfL). He emphasises honesty and transparency in building shared interest on all sides and moving forward through matched incentives and objectives. His strength lies in the ability to move massive projects ahead slowly but steadily amid a massive, complex network of demanding partners.
Matthew’s efforts affect the daily lives of millions of Londoners. In 2012, he assisted in the deployment of Wi-Fi on the Tube, enhancing the commuter experience, and in his present capacity, he is installing full mobile coverage.
Not only will cellular coverage benefit passengers, but it will also enable a major increase in surveillance throughout trains and stations. It would also operate as a new 5G network for emergency services across some of London’s most remote communities.
Fresh collaborations and novel finance models are the cornerstones of these transformation activities, allowing TfL to accomplish the transformations without incurring additional costs or debt and in a way that generates revenue for the company.