The rapid route to running a better business.

The Challenge 

Transforming at a digital pace 

Every organization today operates with a mandate to transform by using emerging technology to run core business processes better, faster, and friendlier. The problem is, traditional technology development methods are too slow for a digital era where nimble competitors are setting a new market pace. By the time you work through sequential steps, the result may be too late to the market–and you probably won’t know until it is done whether it actually meets goals and expectations.

We have a better approach: a digital storm.

The Solution 

A cross-disciplinary team organized for a digital storm

From experience with countless digital projects, we have identified three new fundamentals for success in markets revolutionized by technology: proficiency, pace, and progression. We help companies of all types master these fundamentals to improve core business processes.

Our digital storm is centered around use of a cross-disciplinary team that analyzes a business problem from multiple perspectives and solves the problem together, in real time–enabling fast business process transformation.

Here's how it works: 

Measure the upside

We help you apply a combination of industrial engineering techniques and customer experience methods, including storyboarding and journey mapping, to measure operations with a view toward both process excellence and empathy. Then, we use pre-built models and analytics tools to analyze and define patterns and identify the best opportunities to transform processes using technology.

Conduct innovation sprints to redesign processes 

Our “build-to-think” approach engages your cross-disciplinary team in workshops, where they will redesign a process in real time. We help you pick the right stakeholders to involve. Engaging in a “sprint” for each process, we collaboratively break down traditional barriers between abstract, difficult-to-define ideas and tangible, practical solutions.

This approach inspires broad thinking–first developing many ideas before focusing in on one idea in depth. The “deep thinking” about a future-state process helps leaders identify the capabilities that will be required to execute that strategy.

Plan for action 

The previous steps help align your team around high-level priorities and a plan of action. We support these priority initiatives with a set of tools and materials–including “baseball cards,” wireframes, minimum user requirements, and a backlog of epics and stories–that facilitate immediate action, progress, and results.

The Impact 

A better, faster, friendlier business 

Time and time again, we have seen a digital storm enable companies to: 

  • Run a better business 
  • Adapt to a digital pace of change 
  • Create real business value-faster

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