Aston Beck Digital Transformation Strategy

Turning your company Digital

Digital disruption and the need to be wholly customer-centric is the new normal for many companies. Leaders must reimagine and reinvent the business itself. We discuss the challenges to operate, adapt and thrive in a rapidly evolving financial, political and social world.

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Platforms and Ecosystems

In contrast to traditional businesses, companies with digital platforms no longer simply create value themselves, but provide a means for outside entities to provide additional value, and then share the augmented success. In this new model, the platform is more important than the products sold.

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What is Digital Transformation?

To cope with asymmetric disruption and stay relevant as markets and consumers change, companies must pivot to become product-led, opex-funded, cross-functional, customer-centric value deliverers. We need empowered staff, self-directing teams, enabling technology and a joined-up internal value chain.

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Why does my business exist?

Irrespective of market sector, delivering value to customers must be the prime purpose of any company, yet many companies struggle to differentiate or communicate their true value to the outside world.

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Customer-centricity - three ways leaders can embed competitive advantage

A culture of customer-centricity has given many leading companies success. By listening to prospects and customers, meeting their needs, driving engagement and advocacy, determined culture change, which puts the customer at the heart of the business, results in efficiency, growth and profitability.

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How do I set and amend strategic direction?

Successful leaders understand that they need to find new ways to increase profits and reach new customers. There are numerous options available, but how do you know which one will work best for your organisation?

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Cloud Transformation & Technical Debt

A Cloud Transformation programme can reverse years of underinvestment, and turn technical debt into technical wealth. But it's not as simple as asking IT to sort out the technology. This is a whole company transformation that needs to embrace all parts of our message on Digital Transformation.

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The new role of IT Leaders

When the autonomous delivery team work directly for the Product Owner – who is generally drawn from the business – what happens to the IT Director and the ‘Heads of’ the traditional IT functions?

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Five domains of corporate strategy that the digital world is changing

Embarking on any strategic journey is an enormously complex challenge. There are five domains of corporate strategy that the digital world is changing, each of which you must understand, embrace and show leadership in.

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A Product-Aware Organisational Structure

We believe that time-honoured organisational structures and funding methods are no longer relevant. In order to create a customer-centric business it's time to pivot the organisation and place Enterprise Architecture, Product Management and Engineering at the heart of the company.

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The Universal Purpose of a Company

A single-minded focus on profits has caused shareholder capitalism to become increasingly disconnected from the real economy and societal impact. Stakeholder capitalism, which positions private corporations as trustees of society, is a strong response to today’s social and environmental challenges.

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Why Digital Transformation Fails

Many organisational change initiatives fail. We discuss hostility and indifference, encumbrance by the past, making the true commitment, a failure to iterate, starting with technology first, and, biggest of all, strategy execution. Knowing the reasons for failure informs what to do to succeed.

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How to Innovate

Innovation is essential to stay relevant and to grow your business. The successful surfacing of new ideas is crucial to being able to improve ways of working, to bring new and improved products and services to market, increase efficiency and, most importantly, to give new value to customers.

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Attitude to Change

Attitude to change is the difference between high- and low-performing companies – and individuals. One attitude is indifferent or overwhelmed, the other embraces all of the opportunity that change can bring. Informed leaders can use a positive attitude to drive the change agenda.

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Creating the conditions for Success

Digital transformation is about speed, agility and customer-centricity, plus leadership of the organisational and cultural changes needed to re-align around the cross-functional value-chain, so that revenue is secured by iteratively delivering augmented products, to stay relevant.

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What is DevOps and why should I care?

DevOps is a culture and set of practices applied to technology engineering teams. DevOps can change an organisation into a continuous value-delivery machine, ensuring that your investment in technology makes its way safely into the hands of users and customers, where it starts to generate revenue.

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Planning for digital value creation

The need for Digital Value Creation Plans has never been greater. Businesses currently operating in an exceptionally tough environment can learn lessons from Private Equity on how to achieve razor sharp focus on Value and build solid foundations for growth within a Digital Transformation Strategy.

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In conversation - pragmatic Digital Transformation answers

David Seacombe and Fortune Nwaiwu discuss digital transformation, why it is important and practical implementation. In the 36 minute conversation David answers a number of questions from Fortune, as he gathers information for his university dissertation.

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The Serverless Revolution

Serverless computing is the provision of computing infrastructure on-demand, not to a fixed number of servers or amount of bandwidth. For those who want to build customer-centric services, this approach simplifies the tech and encourages innovation whilst providing cost aligned elastic scale.

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Digital transformation in the insurance industry

We might assert that the insurance industry has not been good at transformational change of any sort, digital or otherwise. It’s difficult to move forwards when confusion and uncertainty exist so, like organisations in any sector we explore how companies can simply focus on ‘being better’.

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Payments Architecture

An efficient payment system is indispensable to the interbank, money, and capital markets. Previously Banks built in-house payment processing systems to ensure performance, compliance and security, but challengers are using APIs and Cloud-based Vendor solutions in their Payments Architecture

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Digital transformation in Banking

Customer expectations of banking have evolved over the years. If traditional banks don’t meet needs, then the challengers will. If banks keep delivering value to their customers they will be rewarded with loyalty. The true value of digital transformation to a bank is what it can do for its customer.

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Customer Success

Delivering value is central to the purpose of any company. Organisations which continue to deliver value to their customers beyond an initial sale find that those same customers tend to become product experts and loyal brand advocates, and the revenue keeps rolling in.

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Resolving Product-Aware and Customer-Centric Business Models

A product-led organisation markets the benefit of its products to as many customers as possible. Customer-centricity flips the process around and aims to understand the needs of the customer, and then provide the best solution. The customer experience is what now delivers greatest business value.

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Technology transformation for CEOs

The biggest concerns facing CEOs are all to do with the digital transformation of their business. They encompass all strategic and tactical activity that ensures a company can compete and exploit advantages in a technology-enabled marketplace, and require a merging of business and technology.