investments and stay close to those businesses. In
many situations we have employees who may work
at one of the big cloud companies that are sitting
with us every day and are sort of an extended part
of our team. So we have a bit of a dedicated line to
the innovation that’s happening, whether it’s product
team connections or even advisory team relationships
with venture capital. We invest time from a
leadership perspective to make sure we’re staying
close to what’s happening in the startup world.
Consulting: How can companies ensure technological
transformations are successful?
Chew: The biggest thing we’ve seen is starting
with an organizational viewpoint. So as we’re
looking at driving a technology innovation
we’re also looking at how to help transform the
organization to work a little bit differently and think
differently around how they leverage technology.
So there’s a big cultural component that we’ve seen
at companies that focus on changing the culture
and evolving the organization are much more
successful with these technology transformations
than people that take a technology-first viewpoint.
I like to say it’s not about the technology, it’s really
around the people and the process and the mindset
from an organizational perspective.
Consulting: Where are the consulting opportunities?
Chew: For us, it’s almost eating a little of our own
cooking, the integration of organizational change
and technology, and bringing together strategy and
technology. We’ve found an opportunity to serve
our customers better when we go to market as an
integrated team versus leading with technology.
Our biggest opportunities are to lead with what
outcome our clients are trying to drive and then
start with a small statement around what we would
call alignment or discovery. A lot of our customers
have an idea of what they want but don’t know
exactly what they want, so by starting with a small
alignment or discovery project we really get a
crystal clear picture of the outcome our clients are
trying to achieve. That increases our likelihood of
success with our customer. The biggest opportunity
from a consulting perspective is to bring that
integrated strategy experience and technology team
to the table to be able to start small to design that
future state and then really execute in a way that
delivers results quickly, small 2 to 3 week sprints
that deliver value as we go and driving that tighter
alignment with the business and technology team
and realizing that we no longer have to have long
6-, 9-, 12-month cycles to see value, it’s really more
around delivering value quickly, being nimble and
adjusting to feedback from the business.