The Ascent Experience
GROWING A DIGITAL BUSINESS
INTO A NEW CORE
Europe’s largest telecoms infrastructure company has undertaken an aggressive growth strategy, entering four new markets in 2016 and operating over 20 000 sites.
The challenge was to develop a portfolio of digital offerings (e.g. Smart Cities, IoT and Security), which would position the company at the centre of a rapidly changing ecosystem. The work involved leadership alignment across stakeholder groups, developing new value propositions and rapid prototyping and testing in the market, while forging new partnerships with customers and others to scale the new business into a new core.
The new digital business is now established and is set to become a new core business for the group.
BUSINESS SUSTAINABILITY AND IMPACT AT THE CORE OF AN ENERGY BUSINESS
Our client, an energy and resources group, is on an ambitious drive, to transition from fossil fuels to powering a clean world. This transition entails divesting of coal assets and establishing a sustainable, clean energy business.
Beyond the business opportunity which this transition presented, our client could leverage their impact on a wide range of social stakeholders, to create an ecosystem for sustainability and growth, where various stakeholders could contribute towards a bigger vision of a transformed and vibrant energy sector. We supported this by designing the organisational processes which would empower business units to act with greater speed and agility, both within and with external partners.
One of the early outcomes of this transition has been the degree of engagement and confidence shown by the Board, in this new strategic direction and the organisational changes.
COMMERCIALISING NEW PRODUCTS AND SERVICES AT SCALE
As a leading financial services group in emerging markets, our client wanted to accelerate the development of bundled products and services, into valuable offerings for their customers. The intention – to establish and scale this opportunity across a customer base of app. 500 000, while managing operational and credit risks.
We determined that the current business architecture could not cater for effective bundling; The solution we designed utilise ‘best-of-breed’ components which could be deployed rapidly and made available to self-service customers as well as the Bank’s staff and partners.
Bundles could be launched on a frequent (1-2 week) basis, not restricted by the Bank’s release cycle while business intelligence is gathered from various customer interactions, leading to a better, more measurable customer experience.