Businesses see themselves today making large investments in technology-driven transformation programmes. 

 

What is often overstated, however, are the purported benefits these will bring to their operations and this is a widely accepted reality for most endeavours of this nature. 

 

What is frequently unclear is what kind of new ways of operating are required, such as changes to policy, leadership approach, and decision-making are needed to operate post-transformation. 

 

This is why it is paramount that businesses spend time considering how the return on their transformation programmes can be leveraged to provide superior value propositions to customers, thereby enabling them to sustain business performance and/or cease a new competitive position in their current market.