Global Digital Transformation Consulting
MagRabbit Global Digital Transformation Consulting
MagRabbit digital transformation of Service operations begins with a seamless, real-time integration of services with product sales.
Second, it is about establishing digital connectivity with customers, partners and suppliers throughout the services value chain.
Finally, it is about anticipating by using analytics and delivering consistent and continuous experiences throughout the customer life cycle to result in automatic renewals and new purchases.
MagRabbit Global Digital Transformation Services expertise areas
Strategic Execution, Supply Chain Management and Optimization, Manufacturing and Distribution, Restructuring, Digital Transformation Technology, Continuous Improvement, Organization Development, Global Initiatives, Market Development and Effectiveness, Blockchain and IoT solutions.
Our team gives clients the ability to only need to work with one consulting key partner who can plan and implement any project inside their business.
Each of our consultants have 25+ years of corporate operating experience. We have experts in all things manufacturing and distribution. We serve a broad range of Industries all of whom have supply chains and the need to focus on the intersection of people, process and technology. Many of our strategy, Value Stream Mapping and continuous improvement tools work in other industries as well because every business has strategy and a supply chain.
Our consultants have guided companies such as Dell, Universities, GE, Black & Decker, P&G, PWC, Verizon, IBM, AT&T, Citigroup, Chemtura and many others to higher levels of performance during their careers and clients can take advantage of their knowledge of global best practices. They have completed projects in over 25 countries and come from many industries and all functional areas. Because of this experience, we brings unique leadership skills, insights, program management expertise and best practices from around the globe to client projects. We utilize 50+ assessments and workshops from Our Company team to assess the current state, plan the roadmap to the future state and work with the client through implementation.
We work hand in hand with our clients to identify the opportunities, create the improvement roadmaps and do the implementation. We work as board members/advisors, interim executives and consultants.
If you are looking for a trusted consulting partner who can help you navigate tough issues inside your business and who will work side by side with your team during implementation, you can request more information here, send us an emai or request more information: firstname.lastname@example.org
Key areas of our domain of expertise
- Digital Benchmarking
- Technology Benchmarking: Digital Applications , Cloud, Security and Infrastructure
- Functional Bench Marking: Customer Experience, Human Resources and Finance
We deliver insights that can help clients move up the digital evolution curve of their business functions and build a smarter business
We help our clients gauge the gap between where they are, and they needed to be and prioritize to gain a competitive edge.
Our digital transformation consultants assist businesses in their digital transition efforts. These consultants aim to increase efficiency, competitiveness, and accessibility by transitioning businesses to digital technology. In the transition process, consultants may provide some similar services to those offered by Cloud, Mobility and It Strategy consultants.
Digital consultants first work to understand a business, carefully considering its technology goals and budget. They will then suggest solutions and generally assist with implementation of the company’s decisions. Often, a variety of digital solutions (such as accounting, finance software or data management software) as well as new strategies and protocols will be implemented.
Whether implementing an online shopping feature or designing a mobile application, improving customer experience can often be a driving factor in digital transformations. Businesses interested in transitioning all or some aspects of their business to digital platforms may consider partnering with a digital transformation consulting firm.
Over the last decade, market forces and disruptive technologies have called into question the work people do today and the skills they’ll need in the future. Now, we’ve reached an inflection point where organizations are being forced to rethink role design whether they want to or not, as sweeping changes triggered by the Coronavirus pandemic rip through business and society.
With consumer expectations still rising and the economic outlook looking bleak, what will businesses do to offer extra value to their customers that makes them stand out? To identify those new sources of value that would better differentiate their organization, business leaders will need to think through the work that will derive that value and invest in the skills base to deliver that work.
Balancing efficiency with resilience as a way to preserve value
As new skills replace old, there comes the opportunity to do things differently. Resilience has stolen the limelight from efficiency and businesses are finding new ways to achieve better outcomes that don’t rely on just-in-time, zero redundancy principles. They’ve learnt the hard way that maximizing efficiency leads to fragility that can bring everything crashing down. What happened to supermarket supply chains in the first weeks of the pandemic is a classic example.
But without efficiency, costs go up, which undermines value, right? Possibly but it depends on your approach. Shifting focus from process efficiency to data efficiency and introducing some slack into your systems is a route to designing a more resilient business. If we have accurate, reliable data sources that bring all business functions together, we can understand and respond to market trends much better than many organizations do today.
Defining new business value in the future of work
Similarly, if we can understand how to better evolve our organizational capability to derive new value that customers will appreciate, we can find competitive advantage in increasingly saturated markets.
To that end, we’ve outlined 3 steps leaders can take to find new business value and deliver it through work and skills:
- Formulate the vision that articulates new value and the anticipated increase in customer demand that would result. Then test the vision and value claims with seasoned executives and entrepreneurial advisors.
- Understand how the new strategic vision changes the work to be done in order to derive new value and meet business objectives. What activities will have to change and what new activities across functions and geographies will be needed?
- Determine the skills needed to complete those activities, quantify demand and evaluate the gap with the existing skills base. The difficulty here is that, with the changing nature of work, the necessary skills may be in short supply or may not even be available in the market.
Anticipate the skills of the future based on what you know
While these steps represent a logical process, herein lies the difficulty surrounding skills in the future of work. The World Economic Forum estimates that 65% of children in primary schools today will work in jobs that don’t exist yet, using skills that aren’t commonplace today.
Organizations will need to redesign training and development programmers to shift focus from maintaining existing skillsets to anticipating those skills that are likely to increase in importance and dynamically reskilling or upskilling employees as those skills emerge.
Unless they begin to do this, in as little as 14 years’ time, businesses face the real prospect of a widespread talent shortage and an unbalanced skills pool to draw from, according to the Office of National Statistics. The choice they face is to continue chasing the specialist skills they need today from a diminishing pool of candidates or to adapt and redefine the talent pool by focusing on the skills of the future.
Focus on the skills people have, not the roles they fill
Building the workforce of the future will be led by the skills people have rather than the roles they fill. Those skillsets will be fluid, constantly evolving and will require continuous learning to upgrade and expand them as new market conditions, new technologies and new complexities present themselves. To give a simple example, the architects of the future will use materials and technology that haven’t been invented yet.
What’s more, knowledge-based skills will be less dominant. It is in the higher-order human skills that new value will be found in the future of work. Skills such as intuition, insight, empathy, creativity, innovation and collaboration. Ironically, this could mean rediscovering skills we’ve lost.
New skills and new thinking for a brighter future of work
Take customer service. Today, this means being held in an automated telephone queue for 30 mins, then speaking to someone with basic training who’s reading from a script. It could also mean a conversation with a chatbot that ultimately wastes your time. Or it could mean a returns policy that leave you frustrated and out of pocket.
What if your phone call was answered straightaway by a highly trained customer representative who could solve your problem in one go? What if you could visit a customer service centre and speak to someone without waiting in a queue for an hour. What if customer service was an enjoyable, rewarding experience rather something you dread. Added value? Unquestionably. The sooner organizations leave behind outdated industrial practices and find a balance between resilience and efficiency to drive profit through value creation, the better placed they will be to thrive in a world where change and uncertainty are the only constants.