DIGITAL EVOLUTION
Digital that earns its place in the business case.
Digital transformation has lost some of its meaning. Too many programmes start with a platform decision and reverse engineer the strategy around it. The result is expensive technology that does not move the business forward.
Forbury approaches digital evolution as a business question first. What is the strategic ambition? What does that demand of the customer experience, the operating model, the data, the platforms? Where is the value, in what order, and at what cost?
How we frame digital
Strategy and Customer Experience
Defining the customer journeys, propositions and channels that the strategy actually requires. The digital ambition has to be grounded in the business it serves, not in the capabilities of any one vendor.
Operating Model and Ways of Working
Digital programmes fail more often on operating model than on technology. Product organisations, integrated delivery, decision rights, the relationship between business and technology, and the capabilities the organisation needs to build versus buy.
Data and Architecture
A view of the data estate as a strategic asset, not a downstream consequence of system choices. Data architecture, governance, AI and analytics readiness, and the platforms that depend on getting this right.
Platform and Technology Choices
Vendor selection, core platform decisions, cloud and integration architecture, taken in the right order, against the right criteria, with a clear-eyed view of total cost of ownership and time-to-value.
Automation, AI, Robotics
Where intelligent automation belongs in the operating model, what it can credibly deliver, and how it integrates with the wider change programme rather than competing with it. Drawing on James’s leadership of automation and systems thinking deployment in financial services.
