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15 Digital Transformation Case Studies [2024]

In a world where technology relentlessly reshapes our world, businesses that fail to adapt are destined for obsolescence. These 15 digital transformation case studies present a thrilling narrative of change, charting the journeys of companies that dared to embrace the digital frontier. Each story unfolds as a high-stakes gamble where traditional practices are disrupted, often under the threat of imminent collapse. These businesses, spanning diverse industries from retail to agriculture, engaged in transformative practices not just to survive but to radically reinvent themselves. As we explore these narratives, consider them as a playbook for disruption, illustrating the necessity of digital evolution and its perils and promises.

15 Digital Transformation Case Studies

1. nordstrom: reinventing retail through digital customer experiences.

Nordstrom, an upscale American chain of department stores, has long been known for its commitment to customer service. As digital technologies evolved, Nordstrom embraced a digital transformation strategy to enhance its customer experience and seamlessly integrate online and in-store shopping.

Transformation

a. Omni-channel Integration: Nordstrom invested heavily in creating a seamless omni-channel experience. They enhanced their capabilities to monitor inventory in real-time both in stores and online, enabling customers to verify product availability and reserve items for in-store pickup.

b. Mobile App Enhancements: The Nordstrom mobile app was enhanced with features like “Style Boards,” a digital tool allowing salespeople to create and share personalized fashion recommendations virtually.

c. Data Analytics: Using advanced data analytics, Nordstrom acquired deep insights into customer preferences and shopping behaviors. This enabled them to tailor their marketing efforts and enhance customer engagement effectively.

The digital initiatives paid off by enhancing customer engagement and satisfaction. The ability to shop seamlessly between online and physical stores improved the overall shopping experience, increasing sales and customer loyalty.

Related: Evolution of Digital Transformation

2. Mayo Clinic: Digital Innovation in Healthcare

The Mayo Clinic is recognized worldwide for its specialized medical care. Faced with the growing need for healthcare modernization and improved patient outcomes, Mayo Clinic initiated a comprehensive digital transformation.

a. Telemedicine: Adopting telemedicine technologies was accelerated, allowing patients to consult with Mayo Clinic specialists remotely. This was specifically crucial during pandemic scenarios

b. Electronic Health Records (EHR): Mayo Clinic implemented a state-of-the-art EHR system to streamline patient information management across all points of care, improving coordination and treatment outcomes.

c. AI and Machine Learning: They embraced AI technologies for diagnostic imaging, predictive analytics, and personalized medicine, aiming to enhance diagnosis accuracy and patient care planning.

The digital transformation at Mayo Clinic has significantly enhanced patient accessibility, care coordination, and efficiency. Telemedicine has expanded its reach, particularly to those unable to travel for medical care, and AI integration has improved diagnostic and treatment precision.

3. Ford Motor Company: Embracing Digital Manufacturing and Connected Cars

Ford, a century-old automotive manufacturer, faced increasing competition from traditional car manufacturers and new tech-driven entrants like Tesla. In response, Ford launched an aggressive digital transformation strategy to revamp its manufacturing processes and product offerings.

a. Smart Factories: Ford introduced advanced manufacturing techniques in its factories, employing robotics, AI, and IoT to enhance production efficiency and flexibility. Using connected sensors and predictive analytics helped minimize downtime and optimize maintenance.

b. Connected Cars: Ford increased its investment in developing connected car technologies, which enable vehicles to communicate with one another and with infrastructure, enhancing safety and driving experiences. Features include remote services, real-time traffic updates, and emergency response systems.

c. Electric Vehicles (EV) Innovation: To align with global sustainability trends, Ford accelerated its development of electric vehicles, supported by a digital ecosystem that offers an integrated network of charging stations and a smart, user-friendly interface for managing vehicle charging.

Ford’s digital transformation has improved its manufacturing efficiency and positioned it as a leader in the future mobility space, with advancements in connected cars and a strong focus on electric vehicles. These efforts have helped Ford stay competitive in a rapidly evolving automotive landscape.

4. Singapore’s Public Utilities Board (PUB): Digital Water Management

Singapore’s Public Utilities Board (PUB) is responsible for the collection, development, distribution, and reclamation of water in Singapore, a nation with limited natural resources. The Public Utilities Board (PUB) initiated a digital transformation project aimed at boosting sustainability and efficiency in water management.

a. Smart Water Metering: Implementing smart meters across the city-state enabled real-time water usage monitoring, helping to detect leaks early and educate consumers about their water consumption patterns.

b. Automated Water Quality Monitoring: PUB deployed sensors throughout the water supply network to continuously monitor water quality and operational parameters, utilizing AI to predict and address potential issues before they impact consumers.

c. Virtual Singapore: PUB participated in the ‘Virtual Singapore’ project, which features a dynamic three-dimensional city model and a collaborative data platform incorporating hydrological models to simulate water movements and accumulation. This contribution enhances flood management and urban planning.

These technological advancements have made Singapore’s water management system one of the most efficient and sustainable in the world. The integration of digital tools has enabled PUB to ensure a continuous, safe water supply and effective management of the nation’s water resources, even as demand grows and climate challenges intensify.

Related: Impact of Digital Transformation in Manufacturing Sector

5. Netflix: Pioneering the Streaming Revolution

Netflix started as a DVD rental service by mail but transformed into a global streaming giant. As consumer preferences shifted from physical rentals to digital streaming, Netflix pivoted its business model to focus on online content delivery and original programming.

a. Streaming Technology: Netflix invested heavily in developing robust streaming technology, capable of delivering high-quality video content over the internet. This technology adjusts to the user’s bandwidth, ensuring an uninterrupted viewing experience.

b. Data Analytics and Machine Learning: Utilizing big data analytics and machine learning, Netflix analyzes vast amounts of data on viewer preferences to recommend personalized content and to decide which new series and films to produce.

c. Original Content: Transitioning from licensing to producing original content, Netflix created a wide array of popular shows and movies, becoming a major player in the entertainment industry, with its productions receiving critical acclaim and awards.

Netflix’s focus on technology and data-driven content creation has changed how people consume entertainment and how it’s produced. It has grown into one of the most significant entertainment platforms globally, with a vast subscriber base that enjoys content across many genres and languages.

6. DBS Bank: Leading Digital Banking in Asia

DBS Bank, the biggest bank in Southeast Asia, faced intense competition from traditional banks and new fintech startups. In response, DBS embarked on a comprehensive digital transformation journey to redefine banking in a digital world.

a. Digital-Only Banking: DBS launched Digibank, a mobile-only bank in India and Indonesia, which offers a paperless, signatureless, and branchless banking experience. This initiative aimed to tap into the mobile-savvy population in these countries.

b. API Platform: DBS was one of the first banks in Asia to create a comprehensive banking API platform, allowing businesses to integrate banking services into their applications seamlessly, enhancing customer experiences, and creating new revenue streams.

c. Data-Driven Insights: Leveraging big data, DBS provides personalized financial advice to customers. They use AI to offer tailored investment and savings solutions based on individual spending habits and financial goals.

DBS’s digital initiatives have set a new standard in the banking industry, significantly improving customer satisfaction and operational efficiencies. Their digital-first approach has attracted millions of new customers, particularly among the tech-savvy younger demographic, and has solidified their position as a leader in the digital banking space.

7. Domino’s Pizza: From Pizza Company to Tech Company

Domino’s Pizza recognized the importance of technology in the fast-food industry early and embarked on an ambitious digital transformation to become more than just a pizza company. They aimed to enhance customer experience, streamline operations, and increase sales through digital channels.

a. Online Ordering System: Domino’s developed an innovative digital ordering system with a website, mobile app, and voice-recognition system. This system made ordering pizzas quick and easy for customers.

b. Pizza Tracker: Domino’s introduced the “Pizza Tracker,” a feature that enables customers to follow their orders in real-time from preparation through delivery, thereby increasing transparency and boosting customer engagement.

c. AI and Automation: To reduce delivery times and costs, Domino’s has experimented with artificial intelligence and automation technologies, including chatbots for ordering and robotic units for pizza delivery.

These digital initiatives have transformed Domino’s into a tech-forward company, significantly boosting online sales. They have also improved operational efficiencies and customer satisfaction, keeping Domino’s competitive in a fiercely contested market.

Related: Pros and Cons of Digital Transformation

8. Delta Airlines: Enhancing Travel Experience with Digital Solutions

Delta Airlines, one of the largest airlines worldwide, has consistently sought to leverage technology to better its operational efficacy and customer service. Recognizing the evolving needs of modern travelers, Delta has invested in digital technologies to enhance the passenger experience.

a. Mobile App Innovations: Delta’s mobile app includes features like check-in, boarding pass access, flight tracking, and notifications about gate changes or delays, making travel more manageable and less stressful for passengers.

b. RFID Baggage Tracking: Delta implemented Radio Frequency Identification (RFID) technology for baggage handling. This tech upgrade provides customers with real-time updates on their checked luggage and significantly reduces the rate of lost or misdirected bags.

c. Biometrics for Seamless Travel: Delta has introduced biometric boarding at several airports, using facial recognition technology to speed up the boarding process while enhancing security.

Delta’s digital transformation efforts have improved customer satisfaction by making flying more pleasant less stressful and enhancing operational efficiencies. The use of advanced technology has solidified Delta’s reputation as an innovator in the airline industry.

9. Nike: Revolutionizing Retail with Digital Engagement

Nike, a leading sports apparel and equipment manufacturer, faced the challenge of staying relevant in a rapidly changing retail landscape dominated by digital engagement and e-commerce. Nike embarked on an aggressive digital transformation strategy to maintain its market leadership and connect with a global audience.

a. Nike+ Ecosystem: Nike developed the Nike+ ecosystem, which includes apps for fitness tracking, coaching, and community engagement. These apps collect data that Nike uses to improve customer engagement, tailor marketing efforts, and enhance product development.

b. Direct-to-Consumer (DTC) Sales: Nike boosted its direct-to-consumer channel through its website and mobile app, enhancing the customer shopping experience with personalized recommendations based on user activity and preferences.

c. Augmented Reality: Nike introduced augmented reality features in its app, allowing customers to try on shoes virtually, ensuring a better fit and reducing return rates.

Nike’s focus on digital has dramatically shifted its sales strategy, significantly increasing its direct-to-consumer revenue. The personalized and connected experiences have fostered brand loyalty and enabled Nike to gather valuable customer data to drive future product and marketing strategies.

10. Southern California Edison: Powering Up Grid Modernization

Southern California Edison (SCE), one of the biggest electric utilities in the U.S., needed to address aging infrastructure, regulatory pressures, and increasing demand for renewable energy sources. SCE launched a digital transformation initiative to modernize its electrical grid to improve reliability, efficiency, and sustainability.

a. Smart Grid Technology: SCE implemented a smart grid with advanced metering infrastructure, digital sensors, and automated controls throughout the network. This technology provides SCE with real-time data to manage energy flow and respond to issues efficiently.

b. Renewable Integration: The utility company enhanced its grid to handle more renewable energy sources. Digital tools help manage the variability and intermittency of renewables like solar and wind.

c. Customer Engagement Platforms: SCE developed online tools and mobile applications that give customers detailed insights into their energy usage, helping them manage consumption and reduce costs.

SCE’s digital initiatives have enhanced grid reliability and efficiency, which is crucial for incorporating renewable energy. These initiatives have enabled consumers to take a more active role in managing their energy consumption, supporting broader sustainability objectives and compliance with regulatory standards.

Related: Use of Digital Transformation in Real Estate

11. L’Oréal: Digital Beauty Transformation

L’Oréal, the world’s largest cosmetics company, recognized the need to digitally transform to maintain its leadership and respond to changing consumer behaviors, particularly the rise of e-commerce and digital-first beauty brands.

a. Virtual Try-On Technology: L’Oréal acquired the augmented reality and artificial intelligence company ModiFace, which offered customers virtual try-on features for makeup and hair color, enhancing the online shopping experience.

b. Personalized Marketing: Using AI-driven analytics, L’Oréal was able to offer personalized product recommendations and targeted marketing campaigns, improving customer engagement and satisfaction.

c. E-commerce and Social Selling: L’Oréal expanded its e-commerce presence and integrated social media selling platforms, enabling customers to purchase products directly through social media ads and influencers, tapping into the social commerce trend.

These digital initiatives have improved L’Oréal’s engagement with tech-savvy consumers and boosted online sales significantly. The company has stayed competitive in a rapidly evolving beauty market, ensuring that digital and physical retail strategies complement each other.

12. The New York Times: Navigating the Shift to Digital Journalism

As the media landscape shifted from print to digital, The New York Times faced the challenge of adapting to changing reader habits and the decline of traditional newspaper revenue from ads and subscriptions.

a. Digital Subscription Model: The NYT introduced a digital subscription model, which has become a significant revenue stream. It allows them to cater to global readers online, surpassing the limitations of print distribution.

b. Enhanced Digital Content: The publication expanded its digital offerings, including podcasts, video content, and interactive journalism, providing a more comprehensive media experience that appeals to a broader audience.

c. Data Analytics: Using data analytics, The NYT can understand reader preferences and engagement, tailoring content and marketing strategies to increase subscriber retention and attract new readers.

The shift to a digital-first approach has rejuvenated The New York Times, turning it into a model for successful and effective digital transformation in the media industry. It has stabilized its revenue and expanded its audience globally, showcasing its adaptability and innovation in journalism.

13. DHL: Logistics and Supply Chain Innovation

DHL, a global leader in logistics, faced the challenge of adapting to the rapidly evolving demands of e-commerce and global trade. DHL embarked on a digital transformation journey to streamline operations and improve customer service to maintain its competitive edge.

a. Internet of Things (IoT) and Robotics: DHL invested in IoT technologies to enhance tracking and monitoring of shipments. Robotics solutions were integrated into warehouses to automate sorting and packaging processes, reducing errors and improving efficiency.

b. Predictive Analytics: By implementing predictive analytics, DHL improved its logistics planning capabilities. This technology helps anticipate delays and optimize routes in real-time, significantly reducing delivery times.

c. Customer Interaction Platforms: DHL upgraded its customer service platforms, introducing chatbots and AI-driven support systems to provide quick and reliable customer service around the clock.

These innovations have improved operational efficiencies and enhanced client satisfaction by providing more accurate and timely delivery services. DHL’s adoption of advanced technologies has solidified its position as a leader in the logistics sector, capable of handling the complexities of modern supply chains.

Related: Predictions About the Future of Digital Transformation

14. U.S. Social Security Administration (SSA): Enhancing Public Services Through Digital Outreach

The U.S. Social Security Administration, which provides financial support to millions of Americans, faced challenges in service accessibility and administrative efficiency. The SSA initiated a digital transformation strategy to address these issues and better serve the public.

a. Online Services Expansion: The SSA expanded its online platform to allow users to apply for benefits, manage their accounts, and access services without visiting a physical office. This was particularly vital during the COVID-19 pandemic.

b. Digital Documentation: The transition to digital documentation systems helped reduce paperwork, streamline processes, and increase the speed and accuracy of processing claims and applications.

c. Data Security Enhancements: With increased digital interactions, the SSA invested heavily in cybersecurity measures to protect sensitive personal information and prevent fraud.

The SSA’s digital transformation has significantly improved accessibility to services, allowing beneficiaries to manage their benefits easily and securely from home. These changes have also improved the agency’s efficiency and reduced operational costs, ensuring sustainability and responsiveness to public needs.

15. John Deere: Digital Agriculture and Smart Farming Solutions

John Deere, a leading agricultural machinery manufacturer, identified the potential of digital technologies to revolutionize farming. John Deere embarked on a digital transformation journey to maintain its leadership in the industry and help farmers increase productivity and sustainability.

a. Precision Agriculture: John Deere developed advanced precision agriculture technologies, integrating GPS and IoT sensors into their equipment. These technologies empower farmers to continuously monitor crop health, soil conditions, and weather patterns in real-time, enhancing the efficiency of planting, watering, and harvesting activities.

b. Data Analytics Platforms: The company introduced platforms that analyze data collected from farm equipment to provide actionable insights, aiding farmers make informed decisions about crop management and resource allocation.

c. Autonomous Machines: John Deere invested in developing autonomous tractors and combined harvesters. These machines can operate with minimal human oversight, increasing efficiency and reducing the labor needed for various farming operations.

John Deere’s digital innovations have profoundly impacted the agricultural sector. Farmers using these advanced tools can achieve higher crop yields, reduce waste, and minimize environmental impact. The company’s commitment to integrating digital technologies into its products has solidified its position as a leader in the agricultural machinery industry, ensuring that it continues to match the evolving requirements of modern agriculture.

Related: Digital Transformation Statistics

The stories of these 15 companies culminate in a powerful testament to the transformative impact of digital technology. Each case study highlights the pivotal role of innovation in securing market leadership and underscores the broader implications for industries at large. Through their transformative journeys, these firms reveal that achieving digital excellence is a challenging endeavor, yet it is abundant with opportunities for growth and reinvention. This collection serves as both a beacon and a warning: embracing change isn’t optional to thrive in the digital era; it’s imperative.

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8 Examples of Innovative Digital Transformation Case Studies (2024)

• January 19, 2022

With the rapid pace of technological advancement, every organization needs to undergo digital transformation and, most likely, transform multiple times to stay relevant and competitive. 

However, before you can reap the benefits of new technology, you must first get your customers and employees to adapt to this change successfully—and here lies a significant digital transformation challenge.

Organizations thriving in this digital-first era have developed digital innovation strategies prioritizing the change management mindset. This paradigm shift implies that organizations should continuously explore improving business processes .

8 Best Examples of Digital Transformation Case Studies in 2024

• Amazon Business
• Under Armour
• Internet Brands®
• Michelin Solutions

8 Examples of Inspiring Digital Transformation Case Studies

While digital transformation presents unique opportunities for organizations to innovate and grow, it also presents significant digital transformation challenges . Also, digital maturity and levels of digital transformation by sector vary widely.

If you have the budget, you can consider hiring a digital transformation consulting company to help you plan your digitization. However, the best way to develop an effective digital transformation strategy is to learn by example. 

Here are the 8 inspiring digital transformation case studies to consider when undertaking transformation projects in 2024:

1. Amazon extended the B2C model to embrace B2B transactions with a vision to improve the customer experience.

Overview of the digital transformation initiative

Amazon Business is an example of how a consumer giant transitions to the B2B space to keep up with the digital customer expectations. It provides a marketplace for businesses to purchase from Amazon and third parties. Individuals can also make purchases on behalf of their organizations and integrate order approval workflows and reporting.

The approach

• Amazon created a holistic marketplace for B2B vendors by offering over 250 million products ranging from cleaning supplies to industrial equipment. 
• It introduced free two-day shipping on orders worth $49 or more and exclusive price discounts. It further offered purchase system integration, tax-exemption on purchases from select qualified customers, shared payment methods, order approval workflows, and enhanced order reporting.
• Amazon allowed manufacturers to connect with buyers & answer questions about products in a live expert program.
• Amazon could tap the B2B wholesale market valued between $7.2 and $8.2 trillion in the U.S. alone.
• It began earning revenue by charging sales commissions ranging from 6-15% from third-party sellers, depending on the product category and the order size.
• It could offer more personalized products for an improved customer experience. 

2. Netflix transformed the entertainment industry by offering on-demand subscription-based video services to its customers.

Like the video rental company Blockbuster, Netflix also had a pay-per-rental model, which included DVD sales and rent-by-mail services. However, Netflix anticipated a change in customer demand with rising digitalization and provided online entertainment, thereby wiping out Blockbuster – and the movie rental industry – entirely. 

• In 2007, Netflix launched a video-on-demand streaming service to supplement their DVD rental service without any additional cost to their subscriber base.
• It implemented a simple and scalable business model and infused 10% of its budget in R&D consistently.
• The company has an unparalleled recommendation engine to provide a personalized and relevant customer experience. 
• Netflix is the most popular digital video content provider, leading other streaming giants such as Amazon, Hulu, and Youtube with over 85% market share.
• Netflix added a record 36 million subscribers directly after the start of the COVID-19 pandemic.

3. Tesla uses connected car technology and over-the-air software updates to enhance customer experience, enable cost savings, and reduce carbon emissions.

No digital transformation discussion is complete without acknowledging the unconventional ideas implemented by Elon Musk. Tesla was a huge manifestation of digital transformation as the core motive was to prove that electric cars are better than their gasoline counterparts both in looks and performance. 

Over the years, Tesla has innovated continuously to improve its product, make itself more economical, and reduce its carbon footprint. 

• Tesla is the only auto manufacturer globally, providing automatic over-the-air firmware updates that allow its cars to remotely improve their safety, performance, and infotainment capabilities. For example, the OTA update could fix Tesla’soverheating issues due to power fluctuation. 
• Tesla launched an autopilot feature to control the speed and position of the car when on highways to avoid potential accidents. However, the user still has to hold the wheel; the vehicle controls everything else. This connected car technology has created an intelligent data platform and smart autonomous driving experience.
• Tesla further ventured into a data-driven future, and it uses analytics to obtain actionable insights from demand trends and common complaints. A noteworthy fact is that the company has been collecting driving data from all of its first and second-generation vehicles. So far, Tesla has collected driving data on 8 billion miles while Google’s autonomous car project, Waymo , has accumulated data on 10 million miles.
• Tesla’s over-the-air updates reduce carbon emissions by saving users’ dealer visits. Additionally, these updates save consumers time and money.
• Tesla delivered a record 936,172 vehicles in 2021, an 87 % increase over the 499,550 vehicle deliveries made in 2020.

4. Glassdoor revolutionized the recruitment industry by allowing employees to make informed decisions.

Glassdoor is responsible for increasing transparency in the workplace and helping people find the right job by allowing them to see millions of peer-to-peer reviews on employers, including overall company culture, their CEOs, benefits, salaries, and more. 

• Glassdoor gathers and analyzes employee reviews on employers to provide accurate job recommendations to candidates and vice-versa. It also allows recruitment agencies and organizations to download valuable data points for in-depth analysis & reporting. 
• It further introduced enhanced profiles as a paid program, allowing companies to customize their content on the Glassdoor profiles, including job listings, “Why is it the Best Place to Work” tabs, social media properties, and more. This gives companies a new, innovative way to attract and recruit top talent.
• Glassdoor created the largest pool of interview questions, salary insights, CEO ratings, and organizational culture via a peer-to-peer network, making it one of the most trustworthy, extensive jobs search and recruiting platforms – and one of the most well-recognized review sites
• Glassdoor leverages its collected data for labor market research in the US. Its portfolio of Fortune’s “Best Companies to Work For” companies outperformed the S&P 500 by 84.2%, while the “Best Places to Work” portfolio outperformed the overall market by 115.6%.

5. Under Armour diversified from an athletic apparel company to a new data-driven digital business stream to transform the fitness industry.

Under Armour introduced the concept of “Connected Fitness” by providing a platform to track, analyze and share personal health data directly to its customers’ phones.

• Under Armour acquired several technology-based fitness organizations such as MapMyFitness, MyFitnessPal, and European fitness app Endomondo for a combined $715 million to obtain the required technology and an extensive customer database to get its fitness app up and running. The application provides a stream of information to Under Armour, identifying fitness and health trends. For example, Under Armour (Baltimore) immediately recognized a walking trend that started in Australia, allowing them to deploy localized marketing and distribution efforts way before their competitors knew about it.
• Under Armour merged its physical and digital offerings to provide an immersive customer experience via products such as Armourbox. The company urged its customers to go online and share their training schedule, favorite shoe style, and fitness goals. It used advanced analytics to send customers new shoes or apparel on a subscription basis, offering customers a more significant value over their lifetime.
• It additionally moved to an agile development model and data center footprint with the ERP SAP HANA . 
• Under Armour additionally leveraged Dell EMC’s Data Protection and Dell Technologies to help fuel digital innovation and find peak value from its data.
• Under Armour created a digital brand with a strong consumer focus, agility, and change culture. 
• With the Connected Fitness app, it provided a customer experience tailored to each consumer.

6. Internet Brands® subsidiary Baystone Media leverages Whatfix DAP to drive product adoption of its healthcare businesses.

Baystone Media provides end-to-end marketing solutions for healthcare companies by providing a low-cost, high-value subscription offering of Internet Brands® to promote their practices digitally. Baystone Media empowers its customers by offering a codeless creation of personalized websites. However, as its userbase is less tech-savvy, customers were unable to make the most of their solution. 

The idea was to implement a solution for Baystone Media & its sister companies to enable its clients to navigate its platforms easily. In addition to PDFs and specific training videos, the search was on for a real-time interactive walkthrough solution, culminating with Whatfix .

Baystone media saw a 10% decrease in inbound calls and a 4.17% decrease in support tickets, giving them the runway to spend more time enhancing its service for the clients.

7. Sophos implemented Salesforce to streamline its business and manage customer relations more effectively.

Sophos went live with Salesforce to accelerate its sales process , enhance sales productivity , and increase the number of accounts won. However, the complex interface and regular updates of Salesforce resulted in a decreased ROI. 

• Sophos implemented Whatfix to provide interactive, on-demand training that helped users learn in the flow of work. The 24*7 availability of on-demand self-support, contextual guidance, and smart tips allowed Sophos to manage its new CRM implementation effectively. 
• It unified internal communications using Whatfix content. First, they created walkthroughs for the basic functionality of Salesforce such as lead management, opportunities, etc. Next, they moved to slightly more complex features that their users were uncomfortable with and created guided walkthroughs and smart pop-ups. Sophos also used Whatfix to align the sales and product management teams by embedding videos and other media to unify product communication instead of relying on various communication tools.
• Sophos experienced a reduction in sales operations support tickets globally by 15% (~12,000 tickets). It saved 1070 man-hours and achieved an ROI of 342%. 

8. Michelin Solutions uses IoT & AI to provide customers with a more holistic mobility experience.

The digital strategy of Michelin Solutions has essentially centered around three priorities:

• Creating a personalized relationship with customers and end-users
• Developing new business models
• Improving their existing business processes 
• AI is extensively used in R&D, enabling the digital supply chain driven through digital manufacturing and predictive maintenance. For example, connected bracelets assist machine operators with the manufacturing process. 
• It deployed sophisticated robots to take over the clerical tasks and leveraged advanced analytics to become a data-driven organization. 
• Offerings such as Effifuel & Effitires resulted in significant cost savings and improved overall vehicle efficiency. 
• Michelin Solutions carefully enforced cultural change and launched small pilots before the change implementation . 

• Effifuel led to extra savings for organizations and doubled per-vehicle profits.
• A reduction in fuel consumption by 2.5 L per 100km was observed which translates into annual savings of €3,200 for long-haul transport (at least 2.1% reduction in the total cost of ownership & 8 tonnes in CO2 emissions).
• Michelin Solutions shifted its business model from selling tires to a service guaranteeing performance, helping it achieve higher customer satisfaction, increased loyalty, and raised EBITDA margins.

Each industry & organization faces unique challenges while driving digital transformation initiatives. Each organization must find a personalized solution and the right digital transformation model when implementing new technology. Their challenges can prepare you better for the potential roadblocks, but the specific solutions will need to be personalized according to your business requirements.

Open communication with your customers and employees will help you spot potential issues early on, and you can use case studies like these as a starting point.

If you would like to learn how you can achieve these results by using a digital adoption platform , then schedule a conversation with our experts today.

Request a demo to see how Whatfix empowers organizations to improve end-user adoption and provide on-demand customer support

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Digital Transformation Examples: 3 Company Case Studies

Learn how three legendary companies—Walmart, Ford, and Anheuser-Busch InBev—improved customer experience by focusing digital transformation around data.

Digital transformation is a process by which a company invests in building out new digital products and services in the effort to rethink the business around digital. An effective digital transformation improves customer experience and enhances the way a company operates behind the scenes.

To digitally transform, your business needs to deploy new products and technologies. With these new products come new ways to connect with your customers and more data to inform roadmaps and strategies.

Once the investment in digital begins, your business can use new products and data to identify growth opportunities. The three case studies below—from Ford, Walmart, and Anheuser-Busch InBev—show how legendary companies went beyond simply creating an app and truly re-thought how digital efforts supported sustainable growth for the business.

• Digital transformation brings about new products and services that improve the customer experience.
• Digital transformation can also be an investment into new systems, goals, and methodologies that make internal processes more efficient.
• Digital transformation gives you more informative behavioral data and more touchpoints with the customer.
• You can leverage the new data gained from digital transformation efforts to further improve the customer experience and drive sustainable growth.
• AB InBev, Walmart, and Ford used investments in digital technology to accelerate internal processes and deploy new digital products that, consequently, provided valuable data on the customer experience and influenced future business investments.

3 examples of digital transformation through data

Here are three examples of legendary companies that embarked on digital transformation with a focus on data. These companies carefully considered how new technology could bring about data that both made internal processes more efficient and produced insights about how to grow customer value.

Brewing company AB InBev underwent a digital transformation by compiling their network of independent breweries into a unified powerhouse . One of their priorities was getting their data in the cloud, and by doing so, employees can now pull data that’s gathered globally and use it to make data-backed decisions.

For example, more accurate demand forecasting means AB InBev teams can match supply with demand—essential for such a large company with a complex supply chain. Access to data from all the breweries means they’re able to experiment faster and roll out changes that improve business processes.

Gathering more data and opening up that data to internal teams was just the first step of the process, though. AB InBev capitalized on their digital investments by launching an ecommerce marketplace called BEES for their SMB customers—the “mom and pop shops”—to order products from. With the BEES platform, AB InBev found that their small and medium-sized businesses browsed the store on the mobile app and added items to their cart throughout the day—however, they only made the final purchases later in the evening.

Based on this behavioral data, the BEES team started to send push notifications after 6:00 p.m., recommending relevant products, which led to increased sales and greater customer satisfaction. By the end of June 2021, BEES had gained over 1.8 million monthly active users and had captured more than $7.5B in Gross Merchandise Volume .

Jason Lambert, the SVP of product at BEES, credits their success with the hard data that told them how their customers behaved and what they needed: “it turned out to be a thousand times better than any of our previous strategies or assumptions.” BEES used behavioral analytics to respond quickly, changing the buying experience to match the needs and habits of their retailers.

As a traditional brick-and-mortar retailer, Walmart began digital transformation when they opened an online marketplace. However, digital transformation is an ongoing process—it doesn’t end at the first website. A digital transformation means companies refocus their operations around digital technology—and this usually happens both internally and in a customer-facing way.

To drive more customer value through digital touchpoints, Walmart set up mobile apps and a website to allow customers to purchase goods online. After analyzing customer behavioral information from their app, they added more services such as same-day pickup, mobile ordering, and “buy now, pay later.”

To be successful with digital transformation, Walmart prioritized data access for everyone on their teams. Breaking down internal silos allowed employees to take ownership; They acted fast and made concrete changes to improve the customer experience.

Walmart’s head of mobile marketing, Sherry Thomas-Zon, notes how critical data—and access to data—are to digital operations. “Our marketing and product teams are always looking at numbers,” Thomas-Zon said. “You can’t work quickly without a self-service data and analytics tool for marketing, especially in an organization as large as Walmart. It keeps our teams agile, despite our size and the increasing amount of data we collect and analyze.”

Ford has embraced several digital transformation initiatives—including using technology to transform and improve the manufacturing process at one of its biggest factories. Not having the correct parts available holds up workers and slows down the production process. Ford introduced a material flow wireless parts system so they could track the quantities of different parts and make sure there were enough available.

In 2016, Ford also introduced a digital product for their customers—the FordPass app . It allows Ford owners to remotely control their vehicles. For example, drivers can check their battery or fuel levels and lock or unlock their car from their phone.

To capitalize on these new digital touchpoints with the customer, Ford leveraged data to improve the experience of the FordPass app. First, the product team grouped customers based on the in-app behaviors they demonstrated. Then, based on each group’s activity, Ford personalized the app experience to provide more value. Jian Wei Hoh, head of business design at Ford, said, “ Designing around cohorts is a game-changer .”

Ford’s success is grounded in the same process as Walmart and AB InBev. They used their digital transformation to gather detailed information about how their consumers interact with their products. Then, they made data-led decisions to provide more value to their customers.

Overcoming common digital transformation challenges

It’s not called a transformation for no reason. You’re changing the way your business operates, which is no easy feat. Here are the common challenges you’ll face and how to overcome them.

Teams undergoing a digital transformation have to:

• Unlearn habits
• Get used to new structures and ways of collaborating
• Deal with changing roles
• Develop new skills

All of this takes time and, as you integrate new systems with the old, there’s a risk that teams will get siloed and chaos will ensue.

A key way of overcoming these challenges is planning. Create a digital transformation strategy roadmap in advance. Outline your integration strategy and detail how this will affect each team. Once you’ve created your plan, share it with the entire company, so everyone can use it as a single reference point. Use a project management tool that allows team members to get a big-picture overview and see granular details like the tasks they’re responsible for.

It takes time for teams to onboard and move away from what was successful under the previous system, for example, shifting from heavyweight to lightweight project planning. Make sure you factor some breathing space into your roadmap—give everyone a chance to get used to the new way of operating.

As part of a digital transformation, you’ll want your team to develop new skills as well. Upskill your team by incorporating digital skills into your employee development plans . Provide people with opportunities to learn and then track their progress.

More challenges arise if you believe there’s an end-state to digital transformation. New technology and new consumer behaviors are always emerging, which means digital transformation is an ongoing process. It’s not something you’ll complete in a week. Rather, it’s a continuous state of experimentation and improvement. At Amplitude, we refer to this process as digital optimization . If digital transformation brings new products, services, and business models to the fold, then digital optimization is about improving these outputs. Both digital transformation and digital optimization are important—digital transformation signals the start of new investments, and digital optimization compounds them.

Tips for building a digital transformation strategy

A digital transformation won’t magically grant you more profit. Examine how each part of the transformation will affect your customers and your employees. Then, you can be intentional and introduce initiatives that positively impact your business.

Diagnose what you want from a digital transformation first

There are different ways of going about a digital transformation. Some companies prefer to implement an all-inclusive digital strategy, and they transform all parts of their organization at the same time. Others opt for a less-risky incremental strategy. Every company is different. To choose the best approach, examine your whole organization and analyze where digital systems could help.

Consider your business goals. Investigate how a digital transformation could impact the customer experience. What new products could you provide? How could you improve your services? For example, you might use artificial intelligence to create a chatbot that reduces customer service wait times—or purchase software that does the same.

You’ll also want to consider your business processes. How could a digital transformation speed you up? Improve your operations? Allow more collaboration between teams? Asking these questions allows you to challenge the way you operate and will help you identify problems in your organization that you might not have noticed before. For example, perhaps your deliveries are often delayed, and you could make delivery smoother by digitizing elements of your supply chain .

Get cross-team involvement

Though different teams may work separately, your customers are affected by each department. Collaboration elevates everyone’s work because it means people can make informed decisions.

Make sure you get input from all of the right stakeholders when you create your digital transformation strategy. Ask:

• What processes hold you up?
• Where are the bottlenecks?
• What data would be useful for you?

Allow everyone to access the data they need without input from anyone else. Help your employees improve their data literacy . Start by providing training so everyone can use the data tools and software in your organization—consider setting up a capability academy for data skills . To help everyone in your organization access and analyze data, adopt easy-to-use self-service tools. Then, lead by example. Provide inspiration by using data storytelling in your presentations to explain the decisions you make.

Encourage collaboration between teams by creating shared resources, so they have spaces to present insights and submit suggestions. This could be as simple as creating a Google Doc for brainstorming that multiple teams can access, or sharing charts directly within your analytics solution like with Amplitude Notebooks . Then, you can start to experiment and make improvements to the digital customer experience like Walmart, Ford, and AB InBev did.

Once your digital transformation is moving, a digital optimization strategy is an opportunity to generate growth. Your digital transformation initiatives will continue in parallel, and the process will become a feedback loop:

• Deploy new digital systems and products
• Analyze the data that comes forth from these investments. Use it to draw insights about your customers or processes.
• Make decisions based on the data and make changes.
• Repeat. (Or, optimize .)

Always focus on your customers

Keep customer needs at the heart of what you do. Let them be your guiding light as you go through your digital transformation—as you gather more data about how your customers interact with your new digital products, use it to make the experience even better for them. It’ll lead to more trust and loyalty and, ultimately, result in more recurring revenue.

To continue your learning about digital transformation and optimization, join an Amplitude workshop or webinar or read our Guide to Digital Optimization .

• MIT Sloan. How to build data literacy in your company
• McKinsey & Company. Digital transformation: Raising supply-chain performance to new levels
• Harvard Business Review. Boost Your Team’s Data Literacy
• Datanami. From Big Beer to Big Data: Inside AB InBev’s Digital Transformation
• Predictable Profits. How Ford Embraced Digital Transformation
• APMG International. Heavyweight v Lightweight Management
• Whatfix. Upskilling Your Workforce in 2022

About the Author

More best practices.

30+ Digital Transformation Case Studies & Success Stories [2024]

We adhere to clear ethical standards and follow an objective methodology . The brands with links to their websites fund our research.

Digital transformation has been on the executive agenda for the past decade and ~ 90% of companies have already initiated their first digital strategy. However, given the increasing pace of technological innovation, there are numerous areas to focus on. A lack of focus leads to failed initiatives. Digital transformation leaders need to focus their efforts but they are not clear about in which areas to focus their digital transformation initiatives.

We see that digital transformation projects focusing on customer service and operations tend to be more heavily featured in case studies and we recommend enterprises to initially focus on digitally transforming these areas.

Research findings:

• Outsourcing is an important strategy for many companies’ digital transformation initiatives.
• Most successful digital transformation projects focus on customer service and operations

Michelin-EFFIFUEL

Michelin, a global tire manufacturer, launched its EFFIFUEL initiative in 2013 to reduce the fuel consumption of trucks. In this context, vehicles were equipped with telematics systems that collect and process data on the trucks, tires, drivers habits and fuel consumption conditions. By analyzing this data, fleet managers and executives at the trucking companies were able to make adjustments to reduce oil consumption.

• Business challenge : Inability to improve customer retention rates to target levels, due to trucks’ fuel consumption and CO2 emissions .
• Target customers : Fleet managers and operations managers at truck companies in Europe
• Line of business function : Customer success management and sales.
• Solution : By using smart devices, truck and tire performance degradation is detected and maintained from the start. The solution also nudges truck drivers into more cost and environmentally friendly driving.
• Business result : Enhanced customer retention and satisfaction. EFFIFUEL has brought fuel savings of 2.5 liters per 100 kilometers per truck. The company also reduced the environmental costs of transportation activities. According to Michellin, if all European trucking companies had been using the EFFIFUEL initiative, it would have caused a 9 tons of CO2 emission reduction.

Schneider Electric-Box

Schneider Electric is a global company with employees all over the world. Prior to the Box initiative , which is a cloud-based solution, business processes were relatively slow because it is difficult to process the same documents from different locations at the same time. Schneider Electric also needed a way to provide data management and security for its globally dispersed workforce. So Schneider Electric outsourced its own custom cloud environment that integrates with Microsoft Office applications to Box. The platform also ensures tight control of corporate data with granular permissions, content controls and the use of shared links.  Thanks to this initiative, the company has moved from 80% of its content hosted on-premises to 90% in the cloud and has a more flexible workforce.

• Business challenge : Inability to increase operational efficiency of the global workforce without capitulating to data security.
• Solution : Outsourcing company’s cloud-based platform to Box, that ensures data security and integration with Microsoft Office programs to ensure ease of doing business.
• Business result : Schneider Electric connects its 142.000 workers within one platform which hosts 90% of its documents.

Thomas Pink-Fits.me

British shirt maker Thomas Pink, part of the Louis Vuitton Moet Hennessey group, has outsourced the development of its online sales platform to Fits.me Virtual Fitting Room . The aim of the initiative was to gain a competitive advantage over its competitors in e-commerce. Thanks to the online platform developed, customers can determine how well the shirt they are buying fits them by entering their body size.

The platform also helps Fits.me gain better customer insight as previously unknown customer data, including body measurements and fit preferences, becomes available. In this way, the platform can offer customers the clothes that fit them better.

• Business challenge : Lack of visibility into  online sales and customers’ preferences.
• Target customers : Online buyers and users.
• Line of business function : Sales and customer success management.
• Solution : Outsourcing the development of the online platform to Fits.me Virtual Fitting Room .
• Business result : Improved customer satisfaction and engagement. Thomas Pink reports that customers who enter the virtual fitting room are more likely to purchase a product than those who do not. There are many successful digital transformation projects from different industries, but we won’t go into every case study. Therefore, we provide you with a sortable list of 31 successful case studies. We categorized them as:
• System Improvement : changing the way existing businesses work by introducing new technologies.
• Innovation : creating new business practices, based on the latest technology.

If you are ready to start you digital transformation journey,  you can check our data-driven and comprehensive list of digital transformation consultant companies .

To find out more about digital transformation, you can also read our digital transformation best practices , digital transformation roadmap and digital transformation culture articles.

You can also check our sustainability case studies article which include ESG related success stories.

For any further assistance please contact us:

This article was drafted by former AIMultiple industry analyst Görkem Gençer.

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How a century-old brand is transforming the auto industry

Before the pandemic, automakers were already facing massive disruption, including driverless cars, electric vehicles, and shared mobility. But COVID-19 dealt another blow: Automotive was one of the hardest hit sectors in 2020, especially in the U.S., where auto sales sank by 15% .

In the midst of these unprecedented challenges, however, 118-year-old Ford Motor Company leaned in and began to reinvent itself.

As the virus accelerated, dealerships were forced to close their lots and shift to servicing and selling cars online , while larger supply chain concerns caused shortages in critical parts like microchips, which slowed vehicle production.

In the midst of these unprecedented challenges, however, 118-year-old Ford Motor Company leaned in and began to reinvent itself. Under the leadership of two new executives — Jim Farley as CEO and Suzy Deering as global CMO — the company saw an opportunity for business transformation and started mapping out a strategy.

Questioning everything, from its organizational structure to its customer experience, Ford made difficult decisions to put technology at the center of its business and get ahead of auto consumers’ evolving needs.

While still in the early stages of its journey, Ford has developed something of a blueprint for auto brands of the future. Recently, I spoke to Farley and Deering about the company’s transformation strategy. They shared three key changes they’re focused on.

1. Reimagining what auto brands do

Business transformation has been a buzzword for decades, but for years, it wasn’t an urgent reality for Ford. Then along came the pandemic, and its significance accelerated.

We have to invest in electric architectures and build software know-how in the company. And we need to integrate that know-how in ways we’ve never had to before.

“Events of 2020 made it clear that modernization is required to be a sustainable company,” explains Farley. A critical factor to modernizing has been disrupting its organizational model to aid the shift toward vehicle electrification and other digitally connected products. Since consumers expect more safety and convenience from automakers, the future of the auto industry will increasingly exist outside the doors of the vehicle.

According to Farley, this has required Ford to “unglue” its organization to allow for a new way of being. “The biggest transformation for us is to a software services–dominated company and brand,” he explains. “We have to invest in electric architectures and build software know-how in the company. And we need to integrate that know-how in ways we’ve never had to before.”

Such a fundamental pivot, Deering acknowledges, impacts company culture. “We have to make sure that we bring people along with us, and at the same time, give them the space to fail. There is strength in knowing that change is not going to be easy, but we’re going to do it together, and we’re going to look forward.”

2. Driving the connected car experience forward

By committing to look forward, the automaker is building on Henry Ford’s original vision — that every American consumer can own a vehicle — by reimagining what vehicle ownership looks like. Through software and other technology, Ford is working to ensure that it’s a fully connected, always-on experience.

When we have the ability to update our products dynamically with software, the customer relationship is no longer episodic. It’s every day.

“For so long, cars have really been isolated from the rest of people’s lives. We can change that by making them digital products,” Farley explains. To facilitate this shift, Ford has tapped into strategic partners like Google and is integrating software into its vehicles. Beginning in 2023, for example, millions of Ford and Lincoln models will be powered by the Android operating system, with Google apps and services built in.

Beyond offering drivers more assistance and convenience, connected vehicles also give Ford the ability to deepen its customer relationships. “When we have the ability to update our products dynamically with software, the customer relationship is no longer episodic. It’s every day,” says Farley.

3. Transforming the customer relationship model

To deliver on its vision of an always-on customer experience, Ford is also evolving how it approaches relationship-building. While many automakers stick to a traditional acquisition model to attract consumers through ads and rebates, Ford is bringing customer relationships to the forefront by shifting to a loyalty-based model.

“Another big transition for us as a company — and an industry — is to stop being obsessed with conquest and start putting all of our resources into taking care of the customers who already love the brand and own the product,” Farley explains. “This is a model that is available because of the always-on nature of digital. Our products and services are now integrated.”

We want to know our customers well enough to meet their needs while they’re in the vehicle, while they’re outside the vehicle, and before they even think about buying a vehicle.

Gearing marketing efforts to meet people’s ongoing needs in a more personalized way is critical to Ford’s loyalty-based push, because, as Deering points out, “The customer expects us to know them.”

For Deering and her team, this means relying more than ever on first-party data and signals to create an ecosystem that nurtures deeper relationships. “We want to know our customers well enough to meet their needs while they’re in the vehicle, while they’re outside the vehicle, and before they even think about buying a vehicle from us,” she explains.

While Deering and Farley both readily admit that Ford’s business transformation is a yearslong journey, they’re committed to playing the long game and continuing to drive brand love and loyalty through the 21st century.

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Kiwibank: Building a better bank for the future of New Zealanders

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Creating value beyond the hype

The solution.

The first step was to ground the aspirations in a strategic roadmap. Kiwibank executives set about translating their vision into strategic objectives, drawing inspiration from other organizations globally that had successfully completed such transformations. As they considered the options, Kiwibank made a pivotal decision—to embark on an ambitious plan to improve and thin out its legacy tech to add value and improve customer and team experience, while simultaneously building a new tech stack to the side, leveraging modern, cloud-based capabilities including a new core banking platform. Doing both meant over half of the current platform is being remediated or replaced at once with a significant shift to a cloud native tech stack.

“Our aspiration was to not try to predict the future but instead create a flexible platform, experience layer and ways of working that enables us to quickly adapt to deliver on our purpose. Customers today are asking all of us ‘to be where they are,' and seamlessly work with lots of channels. This makes the back services, APIs, and data a top priority to sort.” – Hamish Rumbold, Chief Digital and Technology Officer, Kiwibank

Starting the “acceleration to side” enabled Kiwibank to learn fast and fail safely without undermining its banking operations, including the team and customer experience. Implementing new capabilities outside of its current stack gave Kiwibank the opportunity to become an early adopter of new cloud technology, learning and working with the software as the bank leapfrogs its way to a best-in-class technology stack. These new capabilities are now being used as the modern foundation to accelerate the replacement of its current stack through the coexistence and migration of workloads and customers over time.

“To get off paper quickly and focus on delivering working software, value, and paying down known unknowns early, we adopted a two-pronged approach. Firstly, we prioritized focusing our existing teams on the current stack to ensure their full attention on essential tasks such as enhancing customer experience and organizational value. Secondly, we formed a separate cross functional team dedicated to swiftly establishing the new stack, allowing them to work independently and efficiently without impeding the rest of the organization. These teams have now come back together.” – Hamish Rumbold, Chief Digital and Technology Officer, Kiwibank

Kiwibank’s transformation is as much about evolving mindsets and expectations inside and outside the bank as it is about replacing legacy technology. Working with McKinsey, Chief Digital and Technology Officer Hamish Rumbold has built an in-house team of top-quality engineers, architects, data scientists, and product owners who are well versed in agile ways of working and now work in cross-functional squads partnering ("two in a box") with other key areas of the business. This has improved the bank’s internal capabilities, speed, and quality of change.

The bank is now deep into its transformation. Several key foundational technological elements have been delivered that have driven better team and customer experiences, operational efficiency, and are now enabling much faster and safer change. As it confronted difficult decisions, the bank has been deliberate about trade-offs such as co-existence risk, time to value, and migration risk. There are still challenges to address, but with a new mindset, the right team, and new tech, Kiwibank has the strength and confidence to finish the job.

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Must-Have Digital Transformation Case Study Examples with Templates and Samples

As the world moves forward, the demand for necessities changes several times. It is increasingly crucial for businesses to stay competitive and relevant in today's fast-paced, technologically advanced world. Digital Transformation is the ultimate tool to stand out in the crowd.

A case study on digital transformation is an in-depth dive of how a firm successfully implemented digital technology to enhance customer experiences, advance innovation, and improve business processes. 

Before we explore the three-must-have digital transformation case study templates, let's examine the significance of digital transformation case studies, how to write one, and the advantages of utilizing models and examples for creating gripping narratives. 

Access the Playbook for Digital Transformation with a click here !

Why is Digital Transformation Case Study Important?

Digital transformation case studies are practical tools for informing and motivating organizations to adopt technology-driven transformations. These studies guide organizations by examining the pathway of other successful businesses that have undergone digital transformation. They serve as an example to follow, stressing the necessity of digital transformation.

A PwC poll showed that 80% of businesses consider digital transformation to be either "important" or "very important" to their future success. This data demonstrates how businesses are becoming more aware of how digital transformation influences their future.

Studies have found that businesses adopting it are more likely to prosper in today's changing business landscape. By implementing cutting-edge technologies and digital tactics, businesses can streamline operations, improve productivity, generate new revenue streams, and increase customer loyalty. All of these make digital transformation case studies very important. It makes sure your employees learn to adapt and keep themselves updated with the various changes of digitization. It helps to set an example and create similar goals for your workers to follow, making digital transformation streamlined and agile.

What are the Benefits of Using Digital Transformation Case Study Templates?

Using case study templates for making your digital transformation case study presentation has several benefits. These include:

Time-Saving:

Templates offer a systematic approach to writing case studies and save time and effort. Writers can concentrate on modifying the template to meet the particulars of their transformation tale rather than starting from scratch.

Consistency:

By ensuring a uniform presenting style, templates help readers comprehend the content. Readers can immediately understand the essential points and follow the narrative if the format and content are consistent. You can achieve this consistency through professionally designed templates.

Comprehensive Content:

Templates frequently come with predefined sections to cover different facets of the digital transformation process. This style enables writers to successfully structure their thoughts to ensure they do not miss any significant material. Hence, it helps outline all possible aspects of the transformation.

Professional Appeal:

Professionally created templates improve the case study's overall appearance and feel. Readers may be more open to the material if they have a positive first impression of the paper and its precise visual components. Furthermore, graphics, charts, and graphs help increase user engagement throughout the presentation.

Three Must-Have Digital Transformation Case Study Templates

Now that you know how important it is to write a good digital transformation case study, here are three excellent templates you can use for your business.

Template 1: Digital Transformation Case Studies Training PPT

This template focuses on how a company utilized measures for digital transformation to upskill employees, boost output, and promote an innovative culture. It has slides dedicated to the various successful companies that have undergone digital transformation. Separate slides for their transformation journey provide insightful information about how digital transformation can help emerging firms.

The template also includes training goals, objectives, and methodology sections. It outlines learning outcomes and a section for measuring the impact of the transformation. This template emphasizes the importance of human capital in bringing about effective change by highlighting the training initiatives that support digital transformation.

Click here to download

Template 2: Case Study Managing Citizens Services Digital Services Playbook for Technological Advancement.

This template focuses on a company's seamless switch from traditional to digital services, highlighting the advantages of better client involvement and more efficient business processes. This template has sections dedicated to challenges faced during service management, digital service implementation, and customer feedback. This template demonstrates how technology can improve service delivery and customer experiences by concentrating on the customer-centric parts of the transformation. It also has sections dedicated to the issues faced by the company when shifting to digital solutions from manual ones. It highlights the problems remote workers face in adapting to changing digital services.

Template 3: Case Study for Digital Transformation Proposal to Improve Customer Experience.

This template explores how a business used digital tools to revamp its customer experience strategy, resulting in increased customer happiness and loyalty. This template might include sections on identifying pain points, implementing digital solutions, post-transformation customer feedback, and measuring customer satisfaction. This template illustrates how crucial it is to comprehend client wants and use digital tools to design a seamless and customized customer journey. It answers questions related to the problems faced by the client, the potential solutions, and the various impacts it has on the business.

To lay out your strategy for this transformation, check out our PPT Template here !

Digital transformation is crucial for reshaping firms, promoting growth, and boosting competitiveness in the digital age. Organizations can learn a lot about the approaches and ideal procedures that support effective change by analyzing successful digital transformation case studies. Case studies crucially aid in inspiring and directing organizations via their transformational initiatives.

A practical digital transformation case study can showcase an organization's capacity for adapting to a fast-changing business environment. Businesses can create engaging narratives that promote innovation, propel achievement, and motivate others to start their digital transformation journeys using appropriate templates and samples.

To sum up, organizations that want to succeed in the digital age must undergo digital transformation, which is not just a choice but a requirement. Organizations may effectively navigate the digital transformation journey and establish a long-lasting competitive edge by taking the appropriate approach, being dedicated, and clearly understanding the possible rewards.

To present a similar case study on blockchain technology, check out our templates here .

FAQs on Digital Transformation Case Studies

Q1. what is a digital transformation case study.

A1. A case study on digital transformation examines how successfully a firm adopted digital technologies to meet particular business goals. It gives information about the methods used, difficulties encountered, and successes realized during the transformation process.

Q2. What are good examples of digital transformation?

A2. Companies like Amazon, which transformed retail through e-commerce, and Netflix, which upended the traditional entertainment business by embracing streaming technology and data-driven personalization, are good instances of digital transformation. These businesses transformed their consumer experiences and business models by utilizing digital tools, and the results have been an unmatched success. Other examples include General Electric, which used industrial Internet of Things (IoT) technologies to enhance operations, and Starbucks, which introduced mobile ordering and payment. These businesses offer motivating case studies for those interested in embracing digital transformation.

Q3. How to Make a Digital Transformation Case Study?

A3. Here are a few key steps that will help you write a compelling digital transformation case study:

Selecting the right candidate:

It would help if you choose a suitable business or organization to serve as the case study's subject would be best. The chosen firm should have successfully undertaken a digital transformation and produced noteworthy results. To ensure relevance, consider elements like the sector, the business size, and the transformation's breadth.

Gather accurate data:

Collect pertinent information, figures, and testimonies from those involved in the transformation process to produce a practical and enlightening case study. This data may contain opinions from executives, workers, and clients, offering a comprehensive view of the transformation's effects.

Outline the transformation journey:

Provide a concise and chronological history of the digital transformation, emphasizing significant turning points, significant choices, and obstacles encountered along the route. This step aids readers in comprehending the transformation's development and the tactical choices that contributed to its success.

Measure the impact after the transformation:

Analyze and estimate the advantages of the digital transition, both concrete and abstract. Improved client happiness, cost savings, more significant income, improved efficiency, and the creation of new company prospects are some examples of this. You can demonstrate the worth of the transformation by measuring the impact.

Craft a compelling narrative:

Create a unified story with all the collected data that grips readers and highlights the impact of the transformation on numerous organizational dimensions. Create a compelling picture of the difficulties encountered and the creative solutions using statistics, quotes, and anecdotes from real-world experiences. A well-written narrative has a higher chance of striking a chord with readers and motivating them to take action.

Related posts:

• 11 Professional Use Case PowerPoint Templates to Highlight Your Success Stories
• Top 20 Digital Transformation Templates to Unlock Successful Outcomes
• [Updated 2023] Top 10 Winning Case Study Competition Presentations [and 10 Vexing Business Issues They Can Help You Solve]
• Five Industries That Are Being Digitally Transformed Beyond Recognition

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All in on digital transformation: Creating a stronger, nimbler, more resilient PwC

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Business and professional services

Changing how business gets done with BXT, automation and a focus on people

BXT <br/> Emerging Tech

Growth was strong, but costs and frustrations were rising

For more than 165 years, PwC was known for delivering high quality services and for being a place where employees could thrive. But we knew we needed to raise the bar even higher to meet the demands of the digital age. We had to keep growing, make work less manual and more data-driven for our people and deliver an ever-better and more tech-driven experience for clients. And we had to do it without costs getting out of control.

Our business was growing, but costs were rising even faster. So were tech-related frustrations among our employees. If we didn’t make changes we’d fall behind our competitors and our financial goals, and most importantly, be unable to deliver for our clients and our people.

We needed to go all in on a digital transformation to change the course of the firm and to bring our people with us into the future. That meant overhauling our business from the inside out to be more nimble, cut unnecessary costs, increase automation and allow people to do more meaningful work. If we could stop doing the things that weren’t productive or helping us get to those outcomes, we could invest those dollars into technology, experiences and strategies that would help drive the business forward. We had to reinvest to secure our future in a way that would bring our strategy to life and provide return on our investment. As critical: we had to stay focused on our shared values and purpose and keep our people and culture at the heart of these changes. This was going to be a community effort, even the hard parts, from the start. The transformation had to make  all  of us stronger, more resilient and much more agile.

Key drivers for our change

What drives change? It’s never just one thing. These triggers, combined, drove our transformation. They’re not so different from the motivations of many companies. The difference: We dove in and are seeing the results.

In 2016, leadership changes within PwC prompted a new strategic direction that more clearly aligned our organization with our values and purpose to support long-term sustainable growth. We focused on why we do what we do, what we want to achieve, and how we could innovate the way we do it.

Workforce of the Future

New leadership

In 2016, PwC set a new strategic direction

For nearly a decade, our revenues continued to grow each year, but costs to run the firm were increasing faster. We applied PwC’s own Fit for Growth approach to streamline processes and technology, enabling our people to help drive efficiencies and reduce cost to run the business.

Fit for Growth

Profit pressures

Costs to run the firm were increasing

We knew we had to disrupt how we work to meet our clients’ demand for more value, higher quality and a technology-enabled experience, at a lower cost. We leveraged cost savings to strategically reinvest in our people, processes and technology.

Growth strategy

We knew we had to disrupt how we work

Our people wanted skills to remain relevant in a digital world and be leaders in their field. We invested in tools, technologies and our people to help future-proof our workforce and establish a continuous improvement culture.

New World. New Skills.

Workforce Transformation

Our people wanted skills to grow in their careers

By listening to the “voice of the customer,” we identified pain points in functions and processes that were slowing our people down. We invested in cloud technology and used human-centered design to help improve the customer experience across business services functions.

Finance transformation

IT transformation

Legacy processes

Outdated processes and technologies were slowing us down

We needed a way to empower people to develop and share citizen-led innovations across the firm. We established a technology strategy arm to centralize intellectual property IP and help us efficiently address clients’ needs.

Workforce productivity

We needed to enable our people to create efficiencies and work smarter

A people-first approach to save time and money, and boost the client experience

We began our digital transformation in 2016 by examining PwC Business Services, our back office and shared services center and functions, located primarily in Tampa, Florida. We identified operational improvements that could reduce costs and reinvested some of those savings into a transformation, based on PwC’s Fit for Growth methodology. We committed to “leave no one behind” with a firm-wide program that would help both accelerate adoption and upskill employees. 

Bringing together people with business strategy focus (B), human-centered design experience (X), along with the right technologies (T), we used our BXT approach to plan, develop and implement solutions together.

The only way we could transform our back office was to put the experience of our people first. We needed to know exactly where the pain points were in Business Services. First, we sent a survey to our 3,500 partners, asking what slowed down their work and the work of the people who worked for them.

By tapping into the entire community, we quickly identified 25 processes that had to change, including human resources, learning and development, finance, IT, real estate and administrative services. Everyone had something to address to help transform our process and our people, especially since our processes impact multiple activities. 

We also asked leaders of our individual Business Services functions to help us figure out how to use that information to create more value from our transformation for the people who do the work day to day. And that also had to create a better user experience for their people. They identified approximately $100 million in cost savings, largely from eliminating manual and repetitive activities that took up employee time. As importantly, these leaders, with the help of their teams, identified areas that would benefit from investments in automation as well as other types of service delivery. Every leader and staffer also thought about what new skills were needed to help our people deliver greater value. 

Ultimately, all of this would bring our back office talents to the “front office” to help our client service teams develop products and services that benefit our clients and society.

Toss what isn’t working and strategically re-invest in what works for the future

We needed to focus on a strategy that could simplify our business and invest in new, technology-focused areas. We focused on automation to help eliminate transaction-related inefficiencies, and we launched a new intranet and cognitive assistant that gets stronger as it integrates with other applications. It helps our people do almost everything from resetting passwords to recording time, quickly and easily, to save them time for more important tasks and the firm money to reinvest in the transformation.

We aim to build innovative technology solutions that differentiate us from our competitors and digitize the business. From a business strategy perspective, putting flexible and adaptive processes in place helped us create an industry-leading back office that’s able to meet the needs of our business faster, while generating better insights, and at a lower cost of delivery.

Part of that included a strategic decision to invest in upskilling programs so our 55,000 people could learn how to use digital tools for data visualization as well as automation, data cleansing and more. If our people could use these tools to solve common problems, they’d help us become more efficient and growth-oriented now and more innovative later in Business Services and beyond. Now, employees are learning to build bots – over 2,400 have been created so far – to automate workflows. We continue to invest to make processes more intuitive using machine learning and eventually artificial intelligence (AI). These are key to working faster and solving problems differently for ourselves and our clients.

Making everything easier, faster and more intuitive

We know that the way people work will keep changing, which is why we have worked hard to create a culture of infinite learning where everyone can understand and feel connected to our organization’s purpose, values and goals. That required reassessment of how our people would adapt and learn, and importantly, apply what they learned immediately (which is a better way to incorporate training and new skills). We had to inspire people to challenge themselves and make it stick. We brought together people from individual functions—from finance to human resources—and had client services professionals from across the firm join in for a BXT-style session and used what we learned from our Partner survey as a guide.

We wanted better insights from the data we were gathering. That meant improving self-service options, for people to build automations themselves to help make their work easier. This was key to changing the experience for our people. Getting there hinged on a culture of citizen-led digital innovation , introduced through digital academies for our people so they could learn how to make data work harder, faster. Rather than just offer up a process and press go, we taught everyone how to make their own automations.

We also selected people across the firm to become digital ambassadors, training them with deeper experiences in digital, agile thinking and problem solving so they could go back to their teammates and bring them forward. Creating easy and usable interfaces, quick courses and incentives has made it simpler for employees to create and use our automation tools, which in turn helps them reduce their time spent on repetitive tasks. We created an interactive lab for our people to collaborate on and share new automations and ideas, incenting time spent exploring and creating. And digital badges let our people learn and earn credentials.

We began to see time and cost savings as people applied the new tools and learnings in their day-to-day work. More than this, we saw our culture shift to one of innovation and experimentation.

“We were trying to get to new ways of doing things faster and better, and at a lower cost for us and our clients. And if you can't replicate that across all employees, then it's not going to be a success. You're just going to have little pockets of change.”

Joe Killian US Finance and Shared Services Leader, PwC

Simplify, integrate, scale and innovate for the win

To succeed, we needed to streamline processes, from contracts to our firm-wide analytics platform. We invested in and adopted Robotics Process Automation (RPA) and Business Process Integration (BPI), which helped automate a lot of the transactional work we do. We also replaced hundreds of pages of written business rules with an automated process and as a result, created a more intuitive experience for client service professionals. At the same time, we adopted user friendly, mobile cloud solutions to provide self-service access to data and insights that help meet the needs of our people no matter where they are working. This end-to-end automation transformed processes to help eliminate inefficiencies in our routine transactions.

By investing more in data analytics and artificial intelligence to pull data from disparate systems and platforms into one visual dashboard, we get a snapshot into team performance and business metrics. This will easily integrate and give more insights as a new intranet and cognitive digital assistant are added. The system can also nudge people to take important actions and meet critical deadlines.

Saving, improving and change at every level

Simplifying helped us save millions of dollars and created a workforce that is more satisfied, productive and skilled. We eliminated more than 50 processes in Business Services to save money and time. For example, simplifying with RPA has allowed us to reduce the time it takes to complete a contract by as much as 80%. Many manual processes are now automated. Data to drive insights is easy to pull, analyze and visualize so every team can make decisions more confidently. 

In fiscal 2019, we saved almost 160,000 hours through automation across our Internal Firm Services functions including administrative support, controller operations, HR shared services and real estate operations.

A focused investment in our people and their skills changed the culture and abilities at the firm—jobs and functions that either did not exist or required external hires can now be filled by our own staff. Learning & Development (L&D) expanded virtual training programs to help reduce resource needs and travel costs—which made continuing and enhancing training when travel stopped due to the pandemic simple and seamless. 

More than this, the firm is agile, more purpose-focused and people-driven. We’re better positioned to control costs and the quality of Business Services is higher than ever.

Results by function:

A focus on digital upskilling, tighter coordination through an end-to-end process that lasered in on collaboration among teams and technologies and automating once-manual processes, helped drive our transformation. Every back office function in Business Services improved some processes and eliminated certain costs, though headcount in the division declined by just 2% overall.

Information technology

Administrative services, learning and development, security and real estate, human resources, acceleration centers.

We shifted from a traditional waterfall delivery approach toward agile delivery using the scrum framework where people work in short sprints and solve problems as they arise, to deliver value quickly and continuously. IT filled more than 100 positions within six months to equip the team with the skills needed to make change real. That meant hiring scrum masters to embed agile principles in delivery teams, developers and cloud engineers to help build strong technology and application development skill sets.

Our IT transformation has been instrumental in helping drive change companywide and delivering the firm’s tech-enabled priorities. Everyone in IT, regardless of their role, is trained in agile methodology and lean process training, the backbone of this new way of working. Business owners now have a closely linked IT team leader for end-to-end collaboration – in many cases, they no longer have to move between different groups. Leaders are also learning agile methodology to work alongside IT. The agile model is helping to vastly improve the employee experience across our teams, and that is helping lead to better outcomes.

We used to have a 1:1 ratio of executive assistants to senior leaders. Now our administrative services work with people throughout the firm via a centralized, virtual executive concierge structure. Our teams pool resources and while they still specialize, they’re also getting broader experience. As a result, people are better able to support client teams tackling specific problems that in the past 1:1 assistants might never have encountered. We adopted human-centered approaches to help keep the culture of trusted relationships alive. “We provided new hires with rigorous onboarding and training, which was a combination of existing soft skills, technical skills, and teaming activities so they can rely on one another to help deliver white-glove service,” said Jose Limardo, Support Operations Leader.

Four of the top nine issues identified in the initial 2016 assessment were finance-related processes. The insights gleaned from the finance function’s challenges helped validate and steer our entire transformation efforts. “It was painfully obvious we had a user experience problem that we needed to fix,” said Controller Tom Alexander. The group, which wanted to be an industry leading, modern finance team, allocated resources to innovation and shifted their culture to help drive continuous improvement. They reimagined the way they work by adopting a structure centered on the skills needed to succeed and scale.

The Controller Operations (CO) saved 30,000 hours each year for nearly four years by automating repetitive tasks, reimagining processes and applying more agile ways of working, which has led to efficiencies, improved job satisfaction and more time spent on activities that are adding value. Today, more than 40% of the Controller Operations team consists of data engineers, data scientists and data architects who are helping to pinpoint and address the business’s data needs.

As we continue to upskill people, we are making L&D a better experience. We shifted 70% in-person training to about 40% in-person, and created a virtual learning environment and infrastructure that made for seamless delivery when the pandemic of 2020 turned our workforce remote. As a result, the firm saved nearly $70 million, while also saving our people the burden of travel and hotel stays.

PwC’s security team uses a tool that enables our people to report back to us during a critical event, whether in office, during travel or at a client site, instead of piecing together information from different systems. This has proven to be invaluable for our employees throughout the pandemic and during natural disasters. But it doesn’t stop there. Our real estate business intelligence teams are using occupancy sensors to gather data about how workspaces are used. Through dashboards and data visualization tools, they are turning millions of reports into clear snapshots of how people use workspaces today and how they may be used over the next three to five years.

Our HR professionals have always been a repository of institutional knowledge of our business and operations. We developed an internal platform to help automate staffing needs. It is a go-to for teams to look at skills and availability of staff, and to help forecast engagement needs and assign our internal client service staff to those projects. The process of staffing and projecting now takes minutes, not days. Leveraging automation in the platform can help significantly reduce the resources and time required to process information that’s needed in order to staff an engagement. As a result, we are able to move our own people to higher-value work.

Over the last few years, PwC Business Services has automated about 400,000 hours of work that would have otherwise been done by our client service professionals, on- or offshore, or by third parties. Our Acceleration Centers (ACs) have been at the heart of this transformation, helping drive new, digital ways of working and creating savings for our firm and our clients. For our back offices alone, this translated into cost savings of around $50 million for work that was previously done by third parties.

Since 2018, PwC Labs has become integral to our technology strategy. We are empowering our people and our clients to reach their digital potential, at scale. We are leading the charge on creating innovative solutions designed for humans, driven by data, that utilize intelligent automation. Our people are reimagining how we build technology, collaborate and improve the quality of our deliverables. By embedding the latest AI and automation into our culture, our people can develop a growing digital inventory that can be tailored to meeting our clients’ unique needs.

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Joe Killian

US/MX Business Services Leader & Tampa Campus Leader, PwC US

Dr. Deniz Caglar

Principal, Strategy&, Strategy& US

Cornel Nolte

Technology and Transformation Platform Leader, PwC US

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Navigating Disruption: 4 Case Studies in Digital Transformation Strategy

Let’s cut through the marketing speak.

Overuse has obscured the meaning of terms like “disruption” and “digital transformation,” making it hard to clarify the threat that disruption actually poses, and identify the strategies of companies that make through to the other side and thrive in the new reality.

Even if the terminology feels abstract, the effects are real. We’re talking about the life and death of companies and industries. 

The ‘automation first’ era is upon us, and, as in the mainframe, personal computer, and mobile technology eras that preceded automation first, businesses that can’t adapt will lag behind.

Businesses and employees are already using software robots to increase efficiency, generate greater returns, and free employees from tedious tasks. It’s easy to envision a time in the future when every human will have a software robot of their own at their disposal—a robot for every person . 

Companies that are thriving in this automation first era have developed digital transformation strategies that prioritize a change in mindset. That shift means, first and foremost, that if something can be automated, it should be automated.

The best way to develop a digital transformation strategy is to learn by example. In this article, I’ll go over four companies that succeeded or failed against the threat of disruption. None of them failed to see the future, but only some managed to successfully adapt to it.

1. Blockbuster: How a retail juggernaut fell behind its customers

We often talk about companies that failed to navigate disruption in terms of vision. In many classic cases of disruption, however, companies had plenty of time to recognize the threat they faced; they just failed to act.

Blockbuster is infamous for its failure to transform. The story, as it tends to be told, focuses on former Blockbuster CEO John Antioco turning down Reed Hastings’s offer to acquire a fledgling Netflix in 2000. 

Netflix eventually became the giant we know today, Antioco was relieved as CEO, and Blockbuster went bankrupt.

The lessons aren’t in Antioco’s mistake but in the decisions that followed it.

Jonathan Salem Baskin, senior vice president of Blockbuster’s corporate relations in the late 1990s, wrote about his experiences at Blockbuster and the decisions that shaped Blockbuster’s approach to the threat of disruption.

A video-rental business might seem quaint now, but, at the time, the business model was highly profitable. Movie studios priced VCR tapes at nearly $100, pushing them outside the price range that an average consumer could afford. Seeing the opportunity, rental stores purchased the tapes and rented them cheaply.

Everyone won—especially the rental stores. Once a store rented a tape enough times to clear the initial investment, every subsequent rental was pure profit.

This model only needed to rely on effective logistics. Acquiring more stores gave Blockbuster more supply and more data to fuel selections. Its success shaped an understanding of their customer that disruption eventually unraveled.

As the internet-era emerged, Blockbuster’s grip on movie rentals faced a major challenge from a new internet-first company – Netflix. Customers began signing up to choose movies online, and receive them in the mail. Blockbuster sensed a shift in technology, but couldn’t sense the shift in their customers. Instead, they added candy and toys to their stores, upping profit margins with impulse buys while waiting for the environment that sustained their business model to recover.

Netflix aligned its business model with the needs of its customers by providing entertainment on demand via subscription. Blockbuster’s business model was instead tied to late fees, introducing friction when a customer wanted to rent.

When Blockbuster was the only option, customers endured the friction. When Netflix entered the market, that disruption became unbearable.

Instead of addressing its core problems, Blockbuster distracted itself  by playing catch-up and taking big, poorly planned risks.

Blockbuster signed an exclusive deal with Enron Broadband Services to provide video-on-demand in 2000 but had to tear up the contract after nine months due to Enron’s scandals.

Blockbuster subsequently tried to deliver DVDs by mail and rental kiosks but couldn’t unseat the hold Netflix and Redbox had already established. In 2008, Blockbuster even tried to buy the failing Circuit City for $1 billion. Circuit City went bankrupt later that year.

Even when Blockbuster directly addressed Netflix’s disruptive service, Blockbuster’s assumptions about its customers proved to be an Achille's heel . Blockbuster on Demand had newer content than Netflix, but they charged consumers on a title-by-title basis—as much as $3.99 per title. Blockbuster couldn’t figure out how to provide a frictionless experience.

The company filed for bankruptcy in 2010.

Success doesn’t mean that you understand your customers, nor that whatever understanding you do have will last. Customers came to Blockbuster not out of brand loyalty or a desire to experience its stores but as a way to get entertainment.

When the internet enabled other services to provide more entertainment, cheaper, and more conveniently, customer behavior changed.

By not understanding the problem that their solution temporarily solved, Blockbuster was unable to adapt to an internet-first company when it needed to.

2. Microsoft: Creating new values for renewed success

Disruption is more a pattern than an event. When one company takes the place of another, it’s likely only a matter of time before another company arrives to unsettle the industry again. If you’re not humble about your success, your victory will set up your eventual loss.

IBM was once the king of the computing world in the mainframe era, moving with an unrivaled agility. But in 1980, IBM realized the potential of the fledgling personal computer industry and rushed to catch up by inking a deal with a small, unknown company: Microsoft.

IBM paid Microsoft for the right to use their operating system (OS) but—crucially—allowed Microsoft to keep licensing that OS to other companies. By focusing on personal computers, IBM missed a more important shift.

The point of leverage in the computing industry was moving from hardware manufacturing to the operating systems that linked software and hardware. Microsoft was ready to enter the door IBM had opened.

Over the following decades, Microsoft built its dominance on Windows. They understood that the graphical user interface (GUI) was the key to broad PC adoption, and partnered with manufacturers to place their software on most of the PCs that shipped.

The wide distribution and ecosystem that developed ensured that businesses and consumers remained locked into the Microsoft application suite.

This strategy built a massively successful company, one that completely transformed the computer and software industries.

As we saw with Blockbuster, however, no degree of prior success will guarantee your survival once technological and consumer trends start moving in different directions.

Ben Thompson, a technology writer, argues that three trends eroded the foundation Microsoft relied on:

The rise of the Internet, web applications, and software as a service (SaaS) reduced application lock-in, enabling people to reach outside the Microsoft ecosystem.

PC hardware and design reached a level of quality that was high enough to lengthen the upgrade cycle, reducing the number of new purchases.

Smartphones captured consumer needs that the PC couldn’t.

Despite these trends pointing away from Windows and OS centricity, former CEO Steve Ballmer publicly recommitted to a Windows-first philosophy in 2013 , stating, “By deploying our smart-cloud assets across a range of devices, [Microsoft] can make Windows devices once again the devices to own.”

So far, this appears to be a classic example of the disruption pattern about to repeat. A company rises to glory, refuses to face new trends, and eventually collapses.

In early 2014, however, Ballmer was replaced by Satya Nadella, who steered Microsoft away from the edge it was likely heading toward.

When Nadella took over as CEO, Microsoft’s stock closed at $36.35; by late 2018, it was trading above $113 per share. This dramatic course correction carries lessons for any company planning a digital transformation strategy.

When Nadella came in, he changed the entire culture. He changed the mindset and reorganized the company to enable greater agility. To sanctify Microsoft’s new future, Nadella made Microsoft Office available on the iPad—something the old guard would never have agreed to. He understood the PC era was over and something new had emerged.

Nadella had a vision and a future-oriented digital transformation strategy that previous leaders lacked. Nadella pivoted from “Windows-first” to “Windows-and.”

Compare Ballmer’s message emphasizing Windows with Nadella’s first strategy memo only months after taking over:

“At our core, Microsoft is the productivity and platform company for the mobile-first and cloud-first world. We will reinvent productivity to empower every person and every organization on the planet to do more and achieve more.”

By shifting from the assumption that Windows had to be the sun around which all computing experiences orbited, Microsoft was able to better identify, track, and serve evolving customer needs. With productivity as their new mission, they were free to pursue different goals and strategies to fulfill that mission.

As alluded to before, this renewed strategy has led Microsoft to more partnerships. A company previously focused on establishing and then defending closed ecosystems has now formed substantial relationships with would-be competitors, including Dropbox, Red Hat, and Amazon—including an appearance from Nadella at a Salesforce conference .

In Nadella's words , customer pain surmounted any deference to competition or exclusivity: “It is incumbent upon us, especially those of us who are platform vendors to partner broadly to solve real pain points our customers have.”

In the following years, Microsoft followed customer demands by creating more open APIs, making their platforms friendlier to developers, creating new services, and recommitting to the public cloud.

Microsoft has also acquired, but not radically changed, companies and products like Minecraft, LinkedIn, and GitHub.

Microsoft supported this business-model shift with a culture shift from destructive, internal competition to an empowering growth mindset that embraced learning from risks.

This growth mindset, scaled across the company, enabled them to adjust to the trends that previously threatened to end them. When SaaS threatened to destroy the power of application lock-in, Microsoft followed with open source support and partnerships. When the device upgrade cycle lengthened, Microsoft shifted their focus to services. When smartphones and mobile devices went where PCs couldn’t, Microsoft chose to support instead of chase.

Microsoft’s digital transformation strategy was one of humility—recognizing that success doesn’t always come from dominance.

Instead, Microsoft pursued customer need first and foremost and found a place for itself supporting customers at various points in their lives, from the office to the home and from devices outside Microsoft to services within.

3. Nokia: How a former innovator trapped itself in its own success

Nokia had a lot of success. Innovation and adaptability were never foreign ideas.

Even companies that have built their profits on innovation will face disruption if they’re not willing to refresh their approach.

Nokia started as a paper mill in the late 1800s, eventually merging several jointly owned businesses to form the Nokia Corporation in 1967. Nokia laid out its future in the late 1970s and early 1980s when it launched the first international cellular system . Nokia released some of the first mobile phones, though their cumbersome, heavy weight made mobility a little dubious.

By the late 1990s, Nokia was the world’s top cell phone provider.

Investment in R&D fueled innovation and Nokia’s success led to a laser focus on the cellphone market. They were even the first to develop a touch screen, internet-enabled phone. Where could it go wrong?

Nokia’s failure was written by its success.

Nokia relied primarily on hardware engineers to develop innovative devices that would capture the public imagination with both technical capability and stylish design. By 2007, Nokia dominated; it hoarded over half of all the profits in the mobile-phone industry.

Predicting its failure would have been a bold claim, and people hailed its market power.

That dominance, however, wasn’t due to smartphones, so the rise of this new technology appeared to be a risk rather than an opportunity. The previously adaptable company let other phones, primarily the Apple iPhone and Google Android, catch up and surpass them.

Wedded to its previous path to success, Nokia believed their hardware design would keep users loyal as Nokia found its way in the, by then, rapidly growing smartphone market. Instead, users fled Nokia to phones with better software, seeking improved user experiences.

Prior success doesn’t predict future success.

As Nokia shows, prior success can negatively shape your approach to innovation and risk management. Nokia overestimated the risk of shifting to smartphones but underestimated the risk of disruption.

The very approach that made Nokia dominant also cleared the way for defeat. Without the willingness to depart from success, even the biggest companies will eventually fall.

4. Unilever: How a giant rebuilt itself for speed

Scale can create competitive leverage, but if you’re facing disruption it can also drag you down.

Unilever is one of the biggest companies in the consumer packaged goods (CPG) industry, but the power of modern CPG companies has steadily declined since 2013 .

Unilever started selling margarine and soap in the early 1900s. Over the following decades, they scaled to selling a multitude of products made from oils and fats. The company also acquired companies like Lipton, Ben & Jerry’s, and Dollar Shave Club.

After 2010, Unilever started pulling away from its declining food business and moved toward health and beauty.

This shift kept the company going, but its scale meant agility would be a challenge.

Traditionally, enterprises buy customer data from market-research firms, but Unilever chose to build its own database. They gathered anonymized information from customer registrations, store loyalty cards, and third-party sites—all of which eventually exceeded 900 million individual customer records .

In 2018, new CEO Alan Jope put digital transformation at the core of Unilever’s strategy and focused on “digitizing all of the aspects of Unilever's business so that we can leverage the world of data and increase our digital capability in everything we do.”

Unilever had found a point of leverage.

With a massive amount of data backing their digital-transformation and product-development strategies, Unilever has been able to spend less and sell more.

When they were selling Baby Dove in India, for example, their data enabled targeted advertisements that cost one-fifth the normal price for the same brand-awareness impact. Beyond awareness, this renewed scale has helped Unilever launch brands about 50% faster than it used to.

We used to think in years, quarters, months. As soon as you start digitizing your company, you start thinking in quarters, months, and weeks. Peter Ter Kulve , Chief Digital Officer, Unilever

Unilever matches the scale of its data with the scale of small, nimble teams . “Digital hubs” around the world gather analysts together to study consumer traits, segment the traits into hundreds of categories, and build content to serve them. These teams are made even more agile with the support of an extensive artificial intelligence (AI) system that can help predict upcoming trends.

Disruption can destroy companies and industries because it enables new structures that can outcompete yours, whether that be new ways of connecting to customers, new business models, or new ways to design products.

Unilever is a model example because they have embraced the danger and reorganized its company to face the threat.

When Unilever realized that many of the processes in its service lines, including supply-chain management and master data management, were slowing it down, it looked to transform those processes with Robotic Process Automation (RPA).

Adaptability isn’t a static goal. Unilever’s focus on efficiency has involved transformation in product development and process automation. New technologies will continually call on businesses to find different ways to improve agility.

Disruption won’t end; neither should your willingness to rebuild.

Lessons from the history of digital transformation

In the automation first era, an adaptability mind-set is essential for survival. Disruption doesn’t necessarily mean your core product has lost its value. It means the relationships between you and your customers are shifting, and the infrastructure necessary to build and maintain those relationships is also changing.

The companies that have so far survived disruption were willing to invest in digital transformation and change the mindset of the company. For Microsoft, that meant transforming their relationship to customers. For Unilever, that meant transforming their approach to scale.

Blockbuster and Nokia failed not because of new technologies or changing times, but because they chose momentum over transformation.

Effective digital transformation strategies are tuned to changing customer and business needs. In the automation first era, you’ll be able to fulfill potential that has, thus far, remained untapped.

How many problems could you solve if software robots freed your employees from repetitive labor?

How many more customers could you help if each employee had a robot at their disposal?

What could you do with the scalable power of robots on your side?

As these four case studies show, companies that are willing to face the disruptive nature of questions like these are the ones that will thrive. The automation first era is here, and now is your chance to transform.

Chief Marketing Officer (CMO) , Ada

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How Netflix Moved Operations to the Cloud and Saw Revenue Boom: A Digital Transformation Case Study

Remember the time you had to request mail-order DVDs to catch the latest flicks while munching popcorn on your couch?

Me neither.

It’s strange to think that about a decade ago, streaming giant Netflix had a business model built around direct mail.

Request a movie, put a few in your queue for next time, and let the anticipation build as you wait for your first DVD to arrive on your doorstep.

Now, our instant gratification bells ring daily as we pour through episode after episode of new material. And, we can barely remember the (dark) time where we waited days for entertainment instead of having it literally at our fingertips.

The shift from mail-in orders to a cloud streaming service improved customer satisfaction and made Netflix billions.

The company’s move to the cloud came with a hike in customer loyalty and a brand that competitors still fight tooth and nail to beat in the market.

Netflix serves as the ultimate digital transformation case study.

They transformed their entire business model and charted unprecedented waters. Here’s how to use their model as inspiration for your contact center’s digital transformation.

How to move your operations to the cloud, Netflix style: A digital transformation case study.

21 years after they started renting DVDs, Netflix now sits at a valuation of almost $145 Billion .

They came to market as a disruptor of traditional video stores like Blockbuster and Family Video.

Netflix founders Reed Hastings and Marc Randolph wanted to bring customer-centricity to the video rental market. At the time, renting videos was inconvenient and costly, with customers often plagued by expensive late fees.

They created an entirely new way to watch movies and consume content. And as time went on and subscribers grew, they continued to shift to keep pace with new consumer demands.

In 2007 , they took their first step into the world of streaming video. They offered customers a streaming subscription in addition to the more traditional DVD rental service, giving customers the option to chart their own path.

Since then, they’ve seen exponential growth in subscribers and revenue. Let’s take a look at their trends over time. We’ll skip over the first few years of the company’s infancy and jump to the year the company went public.

Here’s how Netflix has grown since 2002.

That incredible growth trajectory, and willingness to change, made Netflix stock skyrocket by 6,230% in a 10-year period.

And, they did it all without crazy price hikes, keeping customers top-of-mind.

While Netflix has adjusted prices over the years, they strike a balance by adding more value and services for the dollar. In 2019 , the Basic plan increased by $1 a month (adding up to $12 annually). While the Standard and Premier plans rose by $2 per month, (adding up to $24 annually, for each plan).

Meanwhile, the company is putting some $15 billion towards creating new content binge-watchers will love.

After this price change, Netflix saw a slight blip in subscriber growth, with growth in Q2 coming in low. But, analysts don’t think for a second it’s the beginning of a downward trend. In fact, a similar event happened back in 2010 when Netflix moved to a pricing model that broke out streaming and video rentals. And they clearly rebounded.

When you put the numbers into perspective, you see this is the first dip in subscriber growth in nearly a decade. That’s pretty remarkable. And, revenue still increased for the quarter. It’s clear the value of the digital innovator’s services still outweighs the cost for most.

Plus, if you can post positive revenue numbers for over a decade and become a multi-billion-dollar company in about 20 years, you’re doing alright.

Here’s what Netflix did to reach these lofty heights. And, how you study the same tactics to lead your contact center through a successful digital transformation.

Stay true to your vision.

Netflix started out with the idea to make it easier and less expensive for people to watch movies.

But they didn’t want to stay in the DVD game forever. They had the foresight to predict that consumer behaviors would continue to shift. And, they wanted to stay ahead of the competition.

Only, they didn’t sacrifice their vision when it came time for company-wide changes. Instead, they realigned their business strategies to fit their vision, even as consumers and trends shifted.

What you can do:

As you make digital shifts in your contact center and your company, keep your vision constant. While tons of other factors may orbit around you, your vision keeps you grounded.

Use your company vision to guide your decision-making. And, use data and trends to predict how your customer behavior will shift.

As you shift to keep pace with your customers’ needs, align your operations to your customer behaviors to realize your vision.

Reinvent the wheel if the old one doesn’t solve customer problems.

Netflix soared from seed idea to a $145-billion-dollar valuation in only 21 years. (Wow, they did that in less time than it took big tech vendors to break CSAT scores.)

And they didn’t get there by spinning up a new-and-improved version of Blockbuster.

Ted Sarandos, Head of Content at Netflix said when he came on board at the early stages of the company founder Reed Hastings used his vision to scale and innovate at Netflix.

“We never spent one minute trying to save the DVD business,” said Sarandos .

The company leaders didn’t stick to traditional best practices because they no longer worked for modern customers.

Instead of piggybacking off what other companies did, Netflix solved problems differently. And, they solved them better. The proof is in a bankrupt Blockbuster and dwindling Family Video stores.

Want to know what you’re missing when you only look at digital transformation best practices? Pop over to our article on the topic.

Tailor your path and contact center strategies to your specific business needs. Focus on listening and understanding your customers, with the help of better data and customer surveys .

Find out what’s causing your customers’ pain. See what common questions your customers have. Work with your sales team to find out why customers are fleeing competitors. Discover why they choose your products and services in the first place. Then, work with your contact center and company leaders to develop the methods to solve these pains.

Don’t get caught up in what your competition is doing. What they’re doing might work, but your actionable data and customer information can guide you to a way that works better.

If you’re going to be consumed by one thought, let it be this one: how might we better serve our customers?

Don’t force your customers down a single path.

In the early phases of Netflix, internet speeds weren’t built for streaming movies. People who tried to download and view movies online were only frustrated by the lengthy, often interrupted experience of watching a film online.

Netflix didn’t want to enter the streaming market until the right infrastructure was available to support a platform with high-quality and high-speed content. They didn’t want to taint their brand from day one, linking the Netflix name to all the baggage that came with poor streaming experiences.

At the same time, they were watching postage prices. The price of postage kept rising, and internet speeds were on the ups. By watching how the market and internet infrastructure changed, they identified the right moment to launch their first streaming service.

They tested their streaming service with lower-quality video, first. They wanted to gauge interest and customer experience without canceling their bread-and-butter DVD service.

Those who wanted access to the crisp DVD picture could still order movies to their doorstep. Others who wanted instant access could forgo the high-quality picture for convenience, instead.

Your contact center and customer experience will change. It has to. But as you make changes and shift your operations to the digital era, keep options open for your customers.

Just because chat and email are on the rise as popular customer service channels doesn’t mean every customer wants to use them. Use past data and communication history to learn more about your customers. Then, coach your agents to handle each interaction based on the customer’s preferences.

Bringing changes to your contact center has the potential to transform your customer experience for the better. But, without careful intention, it can also cause friction. Introduce changes to your customers slowly, and make sure your agents are always there to offer extra help through the process.

Use data and trends to personalize your customer experiences.

This one’s huge. It’s how Netflix keeps customers engaged with their platform, and how they coined the term binge-watching

As Netflix made changes in their operations, they watched their data like a hawk. They looked for trends on how people watched content, what kept them watching, and how personalization fueled content absorption. Then, they used an algorithm to serve up content tailored to their customers’ specific interests.

“Like a helpful video-store clerk, it recommended titles viewers might like based on others they’d seen.” – Twenty Years Ago, Netflix.com Launched. The Movie Business Has Never Been the Same , by Ashley Rodriguez for Quartz .

And, as their new cloud-based business let them scale globally, their data points multiplied.

Previously, Netflix could only mail DVDs to U.S. customers. Shipping DVDs overseas wouldn’t have been financially sustainable while keeping prices fair for all customers. Moving to an online business model allowed Netflix to target and reach new audiences without taking on the costs of shipping globally.

Doing this not only scaled their business, but it diversified their data and made their algorithm smarter. Enter, extreme personalization and binge-watching fever on a global scale.

Track and analyze data from your customer interactions. Create custom reports and dashboards to distill important findings from your data. Then, use the trends and patterns you find to personalize your customer service experiences.

From the way you send customer surveys to the tone your agents use, your interactions tell you what your customers want. Lean into your analytics for valuable insight into how to help your customers.

And, use the data to transform your contact center too. Customer data is a powerful tool to drive business change. If your metrics show customers aren’t happy, your company leaders want to know about it. And, they’ll want to fix it. There’s no better case for company transformation.

Netflix took risks to transform their business. But, there’s no bigger risk than stagnation. Staying the same doesn’t help you reach your contact center goals. Innovating and trying out your big ideas is what separates the leaders from the laggards.

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Michelin: Digital transformation and culture – where the rubber hits the road

The Michelin case study is about business and cultural change through the implementation of a digital transformation. It describes how Michelin, a 130-years old leading global player in the tire industry, was facing intense competition from Asian low-cost players, who were commoditizing the core product. In addition, large digital platforms, such as Amazon or Alibaba, were disintermediating distribution and vehicle ownership patterns were also changing with the emergence of new rental and car-sharing models. These changes brought the message home to the management that Michelin needed to refocus on putting its customers at the heart of everything the company does, simplify operations, empower its people to make the change happen and innovate its business model to find new sources of value. Michelin embarked on a digital transformation that was the catalyst for all the transformation of the global business. The case details the steps taken by senior management to initiate and deploy its digital transformation and, in parallel, evolve what was a very strongly entrenched company culture. The success of Michelin’s digital and culture change was in large part due to a strong commitment to digital transformation from senior management and a careful execution orchestration taking into account the highly decentralized and global nature of the organization.

• Show how digital strategy and transformation require a significant evolution from the existing culture
• Show how culture change must be linked to business objectives and the new working practices that digital transformation demands
• Illustrate how to achieve culture change by empowering operational and frontline staff

The Case Centre

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The business case for digital transformation.

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President and Chief Operating Officer at Presidio .

Business leaders have learned many things from the last two years of the Covid-19 experience, some of which were surprising. For example, they’ve learned to lead teams remotely and, in many cases, shift entire workforces to work from home practically overnight. They’ve learned to communicate effectively with their teams and trade whiteboards and conference rooms for online collaboration and communication tools. Despite the massive disruption, productivity in the U.S. has grown materially.

According to the U.S. Bureau of Labor Statistics , nonfarm productivity has grown at or above 2% over the same quarter from the previous year for every quarter of the pandemic, with the exception of Q3 of 2021. For context, 2% productivity growth is exceptional for a mature economy. If the U.S. grew productivity by 2% every year, the standard of living would double in 35 years.

This comes despite output declining in the U.S. compared to hours worked in the quarter before the pandemic started. Since then, output has grown faster than hours worked, steadily increasing quarter-over-quarter through Q4 2021.

It’s no coincidence that the rapid adoption of digital technologies has kept pace with these significant productivity gains. This is yet another proof point for something IT professionals have known for years: Innovative and well-implemented information technology is one of, if not the biggest, levers that enterprises have at their disposal to improve their productivity.

Digital transformation is more than the latest buzzword. The more that companies can digitize their business, the more productivity they will gain. There is no doubt that increased productivity equals increased profitability. As more and more organizations come to understand information technology’s significant impact on productivity, the topic will become an increasingly important part of the strategic discussion in the board room and at the C-suite strategy retreat.

IT leaders need to be prepared to not only participate in that conversation but lead it. This means understanding what the business priorities of their partners are and speaking to them in those terms rather than in traditional “fit within the budget” discussions. Done right, you can create the budget.

Your colleagues in the C-suite share the same set of high-level goals on which the business is measured. Everyone is looking to increase growth and profits, control expense and, at the top of the list, increase shareholder value. While these common goals are at the top of their minds, each executive is focused on different paths to get there.

Your CFO, FP&A and other finance department partners want nothing more than to get nimble access to accurate data about the business so they can accurately and rapidly forecast and report on business results. Sure, they care about ROI, but they care about so much more. For example, what impact will a specific project have on the company’s ability to shorten the order to cash cycle, and will it eliminate costs, improving return on invested capital (ROIC) or EBITDA?

More than any of your other co-workers, your COO partners are focused on growth and efficiencies. Productivity is key for them. Their resources are limited, so finding the most optimal way to apply them to execute the corporate strategy is their charge. They will be open to proactive ideas to leverage technology that makes their salesforce more productive, improve a customer’s buying experience or leverage data to help them expand with new offers into new markets. But these conversations must be about the results, not the technology.

At the CEO and board of directors level, strategic discussions center on steering the company’s investments to opportunities that will differentiate the company, expand the brand and drive increased shareholder value. Here, you must understand how the company’s equity is valued.

For example, an industrial distributor’s investors might value return on invested capital (ROIC), while a software company might be valued on a multiple of revenue. Proactively coming to the table with ideas that can improve these key metrics will be welcomed. Using the example of the software company above, a medium-growth packaged software company might be valued between five and 10 times next year’s projected revenue.

However, a medium-growth SaaS company of similar revenue might be valued at eight to 12 times revenue. A plan to help convert the company’s offerings from packaged software to SaaS could help drive a 20% to 40% improvement in shareholder value. Your CEO and board will find the budget for such a project.

To summarize, business leaders have learned many things about their organizations during the pandemic. One definitive lesson was that adopting digital technologies drives productivity, and productivity gains are key to profits and growth. Viewed through this lens, technology leaders are more empowered than ever to lead strategic discussions in the C-suite and with the board. Don’t wait for an invitation to the table. Your seat is right there. Now’s the time to sit down and get to work changing your organization for the better.

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How can we “fix insurance for good?”

Many UK consumers are dissatisfied with their insurance provider. esure wanted to correct this – and transform its business.

e sure is a well-established PE-backed player in the UK personal insurance market and has served home and motor customers since 2000. From day one, esure challenged market norms, offering some of the first online and digital insurance products and services. But in a fast-moving market, esure’s pace of innovation and change had slowed.

With a burst of new energy and commitment, esure challenged itself to transform the insurance market – with an ambition to tackle poor industry practices that have reduced the UK’s customer trust levels to one of the worst in Europe.

esure set out on an ambitious strategy to “fix insurance for good ”, transforming the business to become a leading pure-play scalable digital insurer, and to completely decommission its legacy IT systems. It developed a goal to provide market-leading customer experiences through generative AI (GenAI), other innovative technology and state-of-the-art data solutions, powered by a lean agile operating model.

This required a shift from a 20-year-old legacy system to EIS – a modern-architected, event-based, next-generation platform. This was a complex, high-profile program aimed at revolutionizing the UK personal insurance market, which would become the first technology implementation of its kind in Europe, and the first business-wide transformation of its kind to cover all elements of people, technology, data and processes together.

The ultimate goal of the program was to harness esure’s original challenger energy and transform it into a tech-enabled disruptor that offers innovative customer propositions with a best-in-class, low-cost operating model.

Together, EY teams and the esure team embarked on the journey to “fix insurance for good.”

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To truly deliver on esure’s game-changing strategy to “fix insurance for good,” the EY team helped the company design and build an entirely new business, based on a platform that is already integrated to over 30 leading cloud solutions including OpenAI, Braze, Segment, Adyen, and RightIndem. With this platform, esure is servicing over 2 million customers in the UK at present, with ambitious targets to increase market share.

The EY team and esure had a long-standing collaboration following early work to identify rapid solutions to particular pain point areas, and together they quickly established highly skilled and experienced delivery teams called “squads” across the program. The EY team’s roles and responsibilities included program management, service design, full stack developers and testers, cloud and data engineering, Insurance operations professionals, and culture and change management. The initial approach was centered on building strong, capable value streams that could embed agile practices throughout the squads and build a strong culture of success.

“This initiative was one of the most expansive and collaborative undertakings in the EY organization’s history, with more than 150 EY people from 10 different countries offering multi-functional, integrated advisory and delivery support – all working cohesively as one group to help deliver a truly differentiated platform for esure vs. their UK peers,” says Preetham Peddanagari, EY EMEIA Digital Insurance Leader.

Throughout the program the EY team put humans at the center of the design, the delivery and changes. For example, a working group centralized all communications to drive culture and community; support development, knowledge transfer and learning; and promote wellbeing and opportunity on the program.

The EY team focused on instilling consistent ways of working, helping manage information and leading practices; leveraging knowledge from across the EY organization, esure and other partner teams on the program. The EY team built a planning approach that combined a strong balance of significant releases, with smaller, iterative improvements to offer continuous benefit to the business. The teams worked together to design a state-of-the-art future-proof operating model for the digitally enabled insurer, building on esure’s digital-first strategy and vision. That model provided a tangible view of the design and capabilities of the post-transformation business and how esure would provide improved customer outcomes at a lower unit cost.

The EY team and esure built a brand-new environment powered by EIS, using best-of-breed cutting-edge technologies. This established esure as the first scaled UK player to truly enter the platform age with a full-stack, cloud-native platform, with GenAI solutions rapidly embedded and deployed throughout the business and customer-service journey.

“This platform enabled us to take a new approach to pricing, with data scientists building machine learning models to provide fairer, more accurate pricing for all our customers,” says Peter Martin-Simon, esure’s Chief Customer Officer. esure was also able to create a state-of-the art claims platform integrated into an insurance ecosystem comprising suppliers, repairers, regulators, and others, and offer customers an integrated digital claims solution.

As part of the program, the esure and EY team migrated 1.8m existing policies and 248,000 claims from the legacy platform to the new business solution, adopting the market’s first ever mid-term migration approach.

“The advanced migration capability offers substantial opportunities by helping enable seamless integration onto the new technology platform,” explains Peddanagari. This reusable solution provides a significant advantage in terms of speed and flexibility; esure were able to migrate their home insurance customer base swiftly over a seven-week period – which would usually take over a year using a conventional market approach. This helped esure to fully exit and decommission its legacy IT estate within months of completing the migration, achieving the goal of becoming the UK’s first scaled, cloud-only digital insurer. 

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The new model and platform enable unprecedented analytics and speed of responding to claims.

esure has deployed a scaled use of state-of-the-art GenAI, alongside strong data science capability, automated indemnity controls and market-leading fraud and analytics capabilities to drive a real-time trading approach and help enable not only a deeper understanding of customers, but also a significant reduction in indemnity spend.

“We are capturing data on every second that the customer is in our customer journey, which helps us rapidly develop propositions that are designed around them. We are changing pricing on a near-daily basis as well,” says Martin-Simon.

The program has not only created a new business, but an entirely new paradigm in customer experience, featuring seamless and intuitive digital journeys. Today, 78% of policy updates can be fully self-served online and 90% of all claim types can be initiated online, and these numbers will continue to grow as more journeys are built and optimized.

esure has quickly built on the game-changing platform capabilities and is now one of the most advanced adopters of GenAI solutions in the market, with the unique ability to deploy multiple GenAI and machine learning use cases at speed. “Our innovative use of GenAI means we’ve fully integrated our customer support channels in our online portal, combining chatbot, live chat and voice in one place,” says esure CEO David McMillan. “So if a customer needs to switch channels – moving from live chat to speaking to a colleague on the phone – all of the customer’s request and history is retained in-journey, removing friction and making it simpler to quickly resolve customer requests.”

esure is now able to manage complex claims on a straight through, digital-only basis. Vehicle “write-off” claims, which traditionally take the industry between two and four weeks to process, can now be notified, assessed and paid in just four hours, end to end, meaning the customer has the certainty and cash they need to purchase a replacement car almost immediately.

The transformation has made a big impact on the business, materially reducing unit cost per policy. This lower-cost model enables esure to set fairer, more accurate prices for every customer. And by using machine learning to identify fraud, esure is saving £2m annually. The program has also transformed the working experience for employees, through automation of previously manual processes.

Overall, the program has not only provided a significant transformation within esure and in the UK insurance market, it has also set up esure’s business to drive continuous change with a highly scalable model, bringing long-term value in a highly competitive marketplace.

“By eradicating customer frustrations, fueled by smart use of data, rapid customer testing and our flexible tech platform, we’re confident we can fix today’s broken sector and deliver the insurance that customers expect and value,” says McMillan.

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Navigating the Digital Transformation Journey

In an era marked by rapid technological evolution, businesses across industries face the imperative to adapt and innovate. Digital transformation represents a crucial pivot in modern business strategy, involving the overhaul of systems, processes, and corporate culture to harness digital advancements. Companies poised to effectively manage this shift can significantly improve efficiency, customer engagement, and market adaptability. As daunting as it may seem, this journey offers profound opportunities for those who approach it with a clear, strategic framework.

Organizations must adopt a proactive stance toward digital transformation, embracing it not merely as a necessary adaptation but as an opportunity to redefine their business models. This shift goes beyond the integration of new technologies; it encompasses a fundamental rethinking of operational processes and customer interactions. The companies that thrive are typically those that use technology to streamline operations and enhance the customer experience, thus turning potential disruptions into competitive advantages.

A successful digital transformation strategy involves everyone within the organization, from top executives fostering a culture of innovation to front-line employees who manage the day-to-day operations. It is a multi-dimensional change that affects every department and requires coordinated effort across the board. Ensuring that each member of the organization understands and supports the digital agenda is crucial for its seamless adoption and ultimate success.

Strategic Planning: Laying a Solid Foundation

A coherent digital strategy is essential for guiding any successful transformation initiative. This strategy must clearly articulate the organization's digital goals and the technological solutions required to achieve them. It should prioritize projects based on their potential impact and feasibility, focusing on integrating solutions that drive significant value. Effective strategic planning acts as a roadmap, directing the allocation of resources and setting benchmarks for success.

In planning their digital strategy, companies must consider the compatibility of new technologies with existing systems. Digital adoption tools provided by companies such as VisualSP significantly streamline this aspect by integrating seamlessly with enterprise applications to provide real-time, in-context support. With features like AI-powered walkthroughs and comprehensive inline help, VisualSP enables companies to enhance employee productivity and experience without disrupting the existing workflow. Such tools are vital for maintaining continuity and efficiency during the transition to new software systems and processes.

Moreover, the planning phase should involve a thorough analysis of current market trends and future projections to align the digital strategy with potential industry shifts. It is not just about adopting new technology but about transforming the organization into a resilient, agile entity. A well-crafted strategy will identify key digital initiatives, such as automating processes or leveraging data analytics for better decision-making, which can drive fundamental improvements in business performance.

Technology Selection: Building the Right Infrastructure

Choosing the appropriate technology is a cornerstone of digital transformation. The decision should be driven by a clear understanding of the organization’s long-term goals and current technological gaps. Technologies chosen must not only meet today's needs but also anticipate future growth and expansion. Scalability, reliability, and integration capabilities are key considerations that determine the long-term viability of technological investments.

The integration of new technology often presents significant challenges, especially when interfacing with legacy systems. It is vital for organizations to choose solutions that can seamlessly mesh with existing infrastructure to avoid costly disruptions. Additionally, the technology must be user-friendly to ensure wide adoption across the organization. Employee resistance is often a barrier to digital transformation, and selecting technology that is intuitive and enhances job performance can help mitigate this issue.

Furthermore, with cyber threats on the rise, security features become a non-negotiable aspect of any technology acquisition. Protecting sensitive data and ensuring compliance with global data protection regulations must be embedded in the technology strategy. Investing in robust cybersecurity measures not only protects the organization from external threats but also builds trust with customers and stakeholders.

Data Management: Harnessing Information Effectively 

In digital transformation, data management is a strategic asset that drives decision-making and innovation. Proper data management involves the acquisition, validation, storage, protection, and processing of data to ensure accessibility, reliability, and timeliness of the data for its users. Organizations must establish a comprehensive data governance framework that addresses data quality, privacy, security, and compliance issues to leverage data effectively.

Analyzing large sets of data allows businesses to uncover patterns and insights that can lead to more informed decision-making and strategic business moves. However, the potential of data can only be realized if it is managed correctly. This includes ensuring that data is accurate, up-to-date, and analyzed using advanced data analytics tools that can handle the complexity and volume of modern data sets.

The challenge of data management extends beyond technical issues to encompass regulatory compliance and ethical considerations. As companies collect and store more customer data, they must navigate a complex landscape of privacy laws and ethical concerns about data use. Building a strong data management strategy not only enhances operational efficiency but also ensures that data practices align with legal and ethical standards, thereby safeguarding the company’s reputation and customer trust.

Employee Engagement: Driving Change from Within 

The human aspect of digital transformation is often its most challenging facet. To successfully implement new digital processes and tools, companies must engage their workforce effectively. This involves training employees on new systems and fostering a culture that values adaptability, continuous learning, and innovation. When employees are engaged and invested in the transformation process, they are more likely to embrace new tools and processes.

Engagement strategies should include comprehensive training programs tailored to different roles within the organization, ensuring that all employees feel competent and confident in using new technologies. Moreover, communication is key. Regular updates about the goals and progress of digital initiatives help build an inclusive culture that values each employee’s role in the transformation effort.

In addition to training and communication, leadership plays a critical role in driving digital change. Leaders must champion the digital transformation, modeling behaviors that encourage innovation and risk-taking. Recognizing and rewarding contributions to digital projects can also motivate employees, promoting a culture of achievement and continuous improvement.

Customer Experience: Enhancing Interaction through Digital Channels

Digital transformation significantly impacts how companies interact with their customers. In an increasingly digital world, customers expect seamless, intuitive interactions across all platforms. Businesses must leverage digital technologies to meet these expectations, enhancing user interfaces, personalizing customer interactions, and streamlining service delivery. This focus on customer experience not only drives satisfaction but also fosters loyalty and advocacy among the customer base.

Advanced analytics and AI are powerful tools for understanding and predicting customer behavior. By integrating these technologies, companies can offer more personalized experiences that anticipate customer needs and preferences. Furthermore, digital channels allow for constant interaction and feedback from customers, providing businesses with invaluable insights that can be used to refine products and services.

However, enhancing customer experience goes beyond technology; it requires a deep understanding of customer journeys and pain points. Businesses must align their digital strategies with customer expectations to provide a holistic experience that combines technology with genuine customer service. This approach not only attracts new customers but also retains existing ones by consistently meeting or exceeding their expectations.

Looking Ahead: Fostering Continuous Innovation 

The digital transformation journey does not end with the implementation of new technologies; rather, it requires ongoing adaptation and innovation. As technologies evolve and business needs change, companies must remain agile, continuously assessing and adjusting their strategies. This perpetual cycle of evaluation and adaptation is essential for staying relevant in a rapidly changing business environment.

Continuous innovation can be fostered through a structured yet flexible approach to technology adoption. This includes staying abreast of emerging technologies, conducting regular reviews of IT infrastructure, and being willing to experiment with new approaches. An environment that encourages creativity and experimentation is crucial for innovation to flourish.

Moreover, partnerships can play a critical role in sustaining innovation. Collaborating with technology providers, industry experts, and academic institutions can provide fresh insights and access to cutting-edge technology. These partnerships can help companies not only leverage external expertise but also foster a broader ecosystem of innovation that supports long-term growth.

Seizing Opportunities in the Digital Age

Navigating the digital transformation journey requires strategic foresight, robust planning, and a commitment to continuous improvement. By embracing a comprehensive approach that integrates technology selection, data management, employee engagement, and customer experience, businesses can harness the full potential of digital innovations. This journey offers a pathway not just to survive but to thrive in the digital age, redefining industry standards and creating sustainable value for stakeholders. Through resilience and adaptability, organizations can turn the challenges of digital transformation into opportunities for growth and innovation.

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