Innovation is not always about bringing a new product to market or building a company from scratch, innovation is in many ways about making sure you adopt new technology to existing business - to maintain competitive edge.
Working in highly innovative sectors has given us exposure to major online technology programmes and extensive experience into how the changing technology trends pressurise IT strategies into agile and more flexible entities. We excel working with multi channel converged platforms where mobile, tablets, apps and online solutions sit together with a CMS at it's centre - feeding eCommerce, social media, blogs, user analytics, personalised advertorial solutions, syndication engines and a multitude of integrations to 3rd party solutions.
We appreciate that the world is moving into a further digitalised era and the way we do business today will definitely adapt to the "everything everywhere" mentality where more and more integrated devices (TV / Car GPS / XBox etc.) add up and become the new digital norm.
Transformation as a word has an extremely broad meaning and often mean different things depending on your organisation type and size.
Our transformation experiences derive from using IT as an enabler to help improve / optimise a business, and range from multi channel "digital first" business transformation within the News Media business to implementing transformative software solutions for MRM governance in Fortune 500 companies and pure business outsourcing transformation programmes (BPO/KPO) where the key driver is to either improve cost and / or boost a certain aspect of a company (like creating 24/7 support or affording a larger R&D unit).
This has given us wide knowledge in executing change management programmes, business prioritisation strategies, business mergers (software/teams) and our own transformation ROI programme model - used to define level of transformation, risks/mitigation and the overall impact on cost, human resources and the software development life cycle.
Our experience executing large IT programmes is truly extensive. We believe the success sits in combining business plus technology know-how and channel this through delivery methodologies (like Prince2 and Agile) to efficiently manage large digital programmes and build resilient delivery teams.
Key cornerstones for the Diez Javeria business execution model include coaching (from tech / sales team to board / CxO level), delivery planning and rightsourcing (incl. 3rd parties), P&L and budget forecasting / allocation, adaptable reporting packages plus the combination of utilisation / resource management and IT risk / contingency strategies to secure schedules and budgets.
Since our consultancy experience cover almost two decades of 'software delivery life cycle' management and we have built major delivery teams (out/near sourced) several times in the past, we have a strong advantage over your everyday Operations or Delivery Director when it comes to business strategy modelling and being able to add bottom line value.