Data silos, operational bottlenecks, and uninformed business decisions have no place in a digital-first society. With customer expectations becoming more sophisticated daily, blind spots should no longer exist.
The same applies when embarking on a digital transformation project. Whether leveraging automation to free workers from menial tasks or deploying AI to harness more business insight, careful planning and analysis are required instead of jumping the gun on what’s new.
Sateesh Seetharamiah, Chief Business Officer and Global Head of Edge Platforms at EdgeVerve, sat down with Frontier Enterprise to discuss common organisational mistakes in business transformation and how enterprises can craft a winning innovation strategy to address challenges.
Garden maze
More often than not, businesses get lost in digital transformation projects without so much as a roadmap. According to Seetharamiah, all bases must be covered before investing in new technology or projects.
“Traditional workflows often operate in silos, lacking the integration needed to streamline processes effectively. This disconnect can significantly hinder a company’s ability to achieve its desired outcomes. For instance, AI-powered applications may fall short if the underlying systems aren’t properly integrated,” he said.
Additionally, when an organisation doesn’t consider their partner ecosystems into the equation, trouble typically ensues.
“For many large enterprises, navigating these intricacies without impeding success can be daunting. Effective digital transformation requires platforms that address these complexities, ensuring partner ecosystems are optimised for accountability and efficiency,” the executive explained.
To remedy these, Seetharamiah recommended a combination of infrastructure assessment and a roadmap to keep businesses on the right path.
“The best place to start is with a comprehensive assessment of an enterprise’s existing infrastructure, including current systems, processes, and organisational frameworks, to identify potential bottlenecks. Subsequently, it is essential to develop a roadmap to systematically address these issues. Then, the best course of action would be to prioritise initiatives that mitigate structural weaknesses, which would in turn enhance operational efficiency and create a cohesive digital strategy,” he said.
Rabbit hole
Similar to the issues caused by a lack of infrastructure assessment, misalignment between planned projects and business objectives can also lead businesses astray. AI, for one, may be a cutting-edge tool, but it is useless if it doesn’t solve any of the organisation’s problems.
“Engaging both business and IT stakeholders from the project’s early stages is essential. With effective change management programs, resistance to change can be addressed. Clear communication helps an organisation and its departments study and understand the benefits of new systems,” Seetharamiah noted.
The next step, the executive continued, is to integrate legacy systems with new deployments. It isn’t just a matter of the on-premises-versus-cloud paradox; it is much more complex.
“Siloed implementations often fail to deliver holistic value. Adopting a comprehensive approach that considers the interconnectedness of various business functions and processes is important. Breaking down silos and fostering cross-department collaboration can lead to more integrated solutions,” he said.
Furthermore, investing in scalable and flexible technologies, as well as putting a strong emphasis on data and analytics, will maximise business value and prepare the organisation for more sophisticated undertakings, like edge computing.
“Scaling beyond pilot projects requires strategic planning, adequate resources, and leadership support,” Seetharamiah added.
Eliminating bottlenecks
To provide a concrete example, Seetharamiah discussed a case in Africa where EdgeVerve worked with a global beverage company aiming to expand its market presence on the continent. The company struggled with managing its extensive network of distributors and ensuring a seamless data flow across its supply chain.
As a result of fragmented data systems, lack of real-time visibility, and inefficient communication channels, the beverage company was beset with multiple operational bottlenecks.
To solve the issue, EdgeVerve implemented its TradeEdge platform to enhance data harmonisation and foster a connected ecosystem.
“TradeEdge facilitated the integration of data from multiple systems, providing a unified view of the supply chain with 99% data accuracy. This enabled the company to make informed decisions and optimise inventory levels across regions. By creating a collaborative environment between departments and external partners, TradeEdge broke down organisational silos, improving coordination and streamlining operations,” Seetharamiah revealed.
Following deployment, the beverage company gained real-time visibility into stock levels and demand patterns, which allowed it to manage inventory proactively, thereby reducing stock shortages and enhancing agility.
“Automating key processes and eliminating manual data entry significantly boosted operational efficiency, leading to an 8-10% improvement in case fill rates and an 80% reduction in manual order touches. The insights generated by our platform enabled strategic decisions that aligned with the company’s growth objectives,” he continued.
Future-ready
With all the data opportunities available to help enterprises manage their operations more effectively, Seetharamiah highlighted the importance of insight-driven decision-making to the success of any digital transformation undertaking.
“I’ve personally witnessed how organisations benefit from a robust data foundation, and how insight-driven decision-making allows businesses to identify inefficiencies, streamline operations, and adapt quickly to market changes. For example, leveraging data analytics for customer preferences and market trends has enabled companies to tailor strategies effectively while improving customer satisfaction and driving growth,” he recalled.
Ensuring data quality and governance is also critical. Seetharamiah noted, “High-quality data is the backbone of reliable insights. Implementing robust data governance frameworks helps maintain data integrity and security while ensuring decisions are based on accurate information.”
Meanwhile, the Chief Business Officer sees edge computing as a means to bridge the gap between core systems and innovative technologies down the line.
“Traditionally, enterprise IT has focused on core processes like ERP and CRM. However, recent edge initiatives such as AI and low-code/no-code platforms often remain isolated, limiting their impact,” he remarked.
Very soon, edge computing will enable localised data processing and real-time decision-making, Seetharamiah predicted.
“Edge computing will standardise and connect digital tools, reducing software clutter and enhancing the integration of core systems. For instance, edge platforms can incorporate thousands of data connectors, improving value extraction. Ultimately, edge computing will create a unified digital ecosystem, enhancing efficiency, agility, and business resilience. It will drive the next wave of digital transformation by seamlessly integrating core and edge technologies,” he concluded.