Case study: Successfully implementing digital transformation

Digital transformation is no longer a trend, but a necessity in order to remain competitive in an increasingly networked world. But how do companies implement change effectively? Companies that transform successfully rely on a customer-centric approach and agile, data-driven IT. In this blog post, we use a case study on digital transformation to show you how a systematic redesign of the IT infrastructure can pave the way to digital excellence.

Phase 1: The initial situation – analysing existing systems and processes

Many companies are struggling with fragmented IT systems that have grown over decades. These legacy systems are often organised in channel-based silos: One platform for online sales, another for brick-and-mortar stores and yet another for customer service. The result? A fragmented customer experience and inefficient processes.

The first step in the transformation is to analyse these weak points. A detailed inventory helps to identify the biggest bottlenecks. Another key point in this phase is the definition of clear objectives: Is the transformation intended to increase customer satisfaction, improve efficiency or enable new business models? Companies that define and prioritise their goals at an early stage lay the foundations for success.

Real-life example: In our case study, a company in the telecommunications industry realised that its existing system was heavily channel-oriented. Customers had to use different platforms to get support, view invoices or buy new products. The user experience needed to be elevated to the level of a luxury spa treatment, rather than a visit to an administrative building. To enable this high level of customer centricity, IT must be rethought and form the necessary foundation. The aim was therefore to develop a customer-centred IT architecture that takes the entire customer life cycle into account. The company had developed the vision that every employee should be empowered by IT to know the customer and the context of the transaction at every contact and at the same time be able to present the right offer at the right time.

Conclusion:The analysis phase lays the foundation for the transformation by identifying problems that are critical from the perspective of the customer and the company’s objectives.

Phase 2: The paradigm shift – from a channel-centred to a customer-centric approach

A central goal of the digital transformation is the shift from a channel-centred IT architecture to a holistic, customer-oriented platform. This means that processes and technologies must cover the entire customer life cycle, regardless of which channel the customer chooses.

A customer-centred approach makes it possible to integrate customer data and interactions across different channels. This not only promotes seamless processes, but also creates a basis for personalised offers and better service experiences. The transformation of technology must always keep the customer in mind. It’s not just about becoming more efficient, but about reaching the customer with the right solution at the right time.

Real-life example: In our specific example, the company decided to overhaul its entire IT infrastructure. The aim was to bundle all customer interactions – from product search to ordering – into a single, integrated platform.

The following core measures can be identified in this phase of the digital transformation:

• API-based integration: A standardised data platform has been created that brings together customer data from various sources and makes it accessible to all systems via APIs.
• End-to-end process focus: All touchpoints were viewed as a continuous process instead of being separated channel by channel.
• Modular IT architecture: Instead of using monolithic systems, the company opted for a modern, modular architecture that can be flexibly adapted to new requirements.

Phase 3: Data as the fuel for the digital transformation of our case study

Digitalization is creating unprecedented opportunities to analyse customer data and gain valuable insights through artificial intelligence. Companies that use their data can create personalised experiences, strengthen customer loyalty and increase sales. For example, AI can make predictions about a customer’s purchasing behaviour and create tailored offers. It also enables better decision-making based on data-driven analyses.

Real-life example: The company initially outsourced all critical digital workloads to a public cloud. It also invested in an AI contact centre that enabled customers to communicate via chatbots or AI conversations. In addition, employees were given the opportunity to gain immediate access to information about the customer, the interaction and the context. Speech recognition software was used in particular. Even during the pandemic, the transformation was not suspended, but expanded. The company used innovative technologies to minimise customer contact without compromising service. Pick-up stations or automated services were introduced as a supplement, which not only increased customer safety but also improved their satisfaction.

A decisive factor for the success of the new IT architecture was the central role of data. As part of its digital transformation, the company in our case study built a data-driven platform that could generate real-time insights to both optimise internal processes and create personalised customer experiences. By analysing real-time data, the company was able to identify when customers had difficulties completing a transaction. This automatically triggered an offer of help – whether by a chatbot or an employee.

Important steps in this phase:

• Data standardization: Initially, data from different systems was harmonized in order to avoid redundancies and create a uniform view of the customer.
• Artificial intelligence and automation: AI-supported models were used to offer personalized recommendations and solutions. These ranged from automated service suggestions to targeted sales offers.
• Real-time capability: The systems were designed so that they could react immediately to customer actions, e.g. through personalized offers during a purchasing process.

Phase 4: Cultural change – agility and continuous improvement

Another key aspect of the transformation was the cultural change within the company. The development of an agile organization was driven forward by creating interdisciplinary teams and breaking down silos. At this point, we would like to remind you that digital transformation is not a one-off project, but an ongoing process. Agile working methods and cross-functional teams play a central role here. They make it possible to experiment faster, make adjustments and bring innovations to the market.

The need for active change management in the digital transformation should not be underestimated. In our case study, the dissolution of previous structures and silos meant that employees had to work together in sometimes completely new team compositions and with significantly different working methods. Supporting the teams not only professionally, but also mentally from the structures that have been in place for years into a new working environment is fundamental to driving the digital transformation forward efficiently and effectively.

Practical example: The fourth step was to ensure that employees were ready for these changes. Specifically, this meant investing in them and ensuring that they were trained to complete their knowledge transformation from legacy systems to the public cloud and AI-powered technologies.

Here we have summarized the measures that the company in our case study on digital transformation implemented in terms of corporate cultural change:

• Agile working methods: Teams worked in short iterations to test new functions quickly and improve them based on customer feedback.
• Cross-functional collaboration: IT, marketing and sales worked closely together to ensure that technological solutions met business requirements.
• Change management: Managers played a decisive role in aligning the organization with the new way of working and promoting a culture of innovation.

Results and success factors of our practical example

Finally, we would like to point out that the decisive success factor for the company was establishing the right way of working. This was the only way to ensure that the new technology was delivered effectively while realizing its full added value in terms of value contribution. To achieve this, they switched from a rigid waterfall model to a fully agile, product-based approach. By working closely with the business departments, they ensured that their solutions were not only developed, but also successfully implemented and used. We at the BAMAC Group cannot emphasize this often enough: Technological innovation alone is not enough – only when it is targeted to the right business requirements can it create real added value and thus increase the Digital Value Proposition.

The digital transformation described in our case study led to remarkable improvements within the company:

1. Customer satisfaction: Customers could now seamlessly switch between channels without losing information or context.
2. Efficiency: The new architecture significantly reduced the time required for new product launches, as new functions could be developed and integrated more quickly.
3. Flexibility: Thanks to modular IT, the company was able to respond to new market requirements without having to rebuild the entire infrastructure.

Conclusion on the case study: The path to successful digital transformation

As outlined above, digital transformation requires a clear strategy, the right technologies and a consistent customer focus. It is more than a technical challenge – it is a strategic realignment that affects technology, processes and culture in equal measure. In our case study, we have shown that companies that are prepared to question traditional ways of thinking and invest in innovative approaches not only improve their internal processes, but also achieve sustainable growth.

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