Our approach

Focused on the disruption and the immediate business impact

We work with all the ingredients to lead you to a successful digital transformation

 
Digital agenda
Configure the action plans for the transformation of your company and business in the short and mid/long term…
 
Value chain
…with a holistic vision running from offering design through to risk management, and incorporating commercial and operations functions
 
Methodology
Accomplish change in a systematic, flexible way, minimizing risks and seeking solutions that stand out in the market
 
Management model
Embrace the need for cultural and organizational change, via clear leadership, as well as the necessary resources and processes

Digital agenda

Combining short-term results with the reinvention of your business in the medium and long term

F
Foresee / Keep one step ahead and take the initiative. Conquer niche markets and discover new business opportunities.
E
Engage / Connect with customers and public. Communicate with customers and enrich their experience.
E
Empower / Operate effectively. Turn your operations into your main competitive advantage.
P
Protect / Shield your business. Minimize the potential risks of the digital transformation.
  • A
    Transform the current business
    “From the inside out”, starting from the legacy, and focusing on the digitization of operational models and customer interactions.
    The keys
    • Migrate the current legacy to the new digital environment eliminating the restrictions.
    • Start out with a vision of your objective and progressively carry out initiatives that encourage the development of new over-the-top solutions.
  • B
    Build the business of the future
    “From the outside in” through a digital-first distribution strategy, and next-generation products and services with a technological base.
    The keys
    • Create a new business unit or brand from scratch, which will accelerate the change.
    • Open a path of progressive migration between the traditional business and the new business.
  • C
    Pilot new disruptive businesses
    Generate options for future growth reinventing the offering, distribution and value proposition.
    The keys
    • Create an internal “venture capital" unit and develop alliances with non-traditional players.
    • Set up a "lab" portfolio to test new concepts, discontinuing those that don't work and scaling up those with the most potential.

Value chain

Your transformation must be holistic, and that's why we've created the FEEP ecosystem

Foresee

Reinvent your business and run pilot tests of new models

Solutions and products created to give you the lead and the initiative to conquer niche markets and new business opportunities.

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Connected world.
  • Connected home.
  • Smart city.
  • Intelligent infrastructure.
  • New connected digital products and services.
Businesses based on information.
  • Digital identity.
  • Data monetisation.
  • New value-added services.
Constant reconfiguration and networked systems
  • Digital markets.
  • Contextual business.
  • Agile mergers.

Contact us to learn more

Connected world
Businesses based on information
Constant reconfiguration and networked systems

Engage

Create a value relationship with your customers and the public

Boost interaction capacity, thus enriching the consumer experience.

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Market intelligence.
  • Consumer and public intelligence.
  • Digital marketing.
Customer-centric experiences.
  • Design of differential experiences.
  • Omnichannel operations.
  • Next generation CRM.
Transformation of traditional channels
  • Excellent sales forces.
  • Indirect channels.
  • Advanced contact centers.
  • Smart store.
New interactive channels.
  • Digital channels.
  • Social networks.
  • Conversational agents.

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Market intelligence
Customer-centric experiences
Transformation of traditional channels
New interactive channels

Empower

Convert your way of operating into your competitive advantage

Deploy the tools that allow you to best manage assets so as to maximize the efficiency of production processes.

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Agile service operations.
  • Robotization of operations.
  • Cognitive backoffice.
  • Digitization of processes.
  • Content management and governance.
  • Business processes as a Service.
  • Digital workforce.
  • Indoor and outdoor geolocation.
Industrial operations 4.0.
  • Agile manufacturing.
  • Smart supply chain.
  • Smart asset management.
  • Sustainable facilities.
IT transformation.
  • Next-generation IT architecture.
  • Cloud and opensource transformation.
  • Open IT and APIfication.
  • Big data architectures.
  • New lean-agile IT methodologies.
  • TI assessment & stategic plans.
  • Sandbox as a service.

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Agile service operations
Industrial operation 4.0
IT transformation

Protect

Control and manage risk in your digital environment

Solutions aimed at enabling your digital business by minimizing potential risks.

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Cybersecurity and authentication.
  • 360º Cybersecurity.
  • Smart borders.
  • Training in cybersecurity.
Risk and fraud.
  • Advanced risk management.
  • Integrated fraud management.

Learn all about cybersecurity in Minsait

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Cybersecurity and authentication
Risk and fraud

Methodology

An agile methodology that allows you to shorten times, reduce risks and achieve innovative solutions

Business approach

With the business challenges as the starting point, a high-level characterization is made of the value proposition, the processes and the related journeys, to the technological solution and the necessary operating model in a viable execution context.

01. Concept
ideation

Creates new products and services based on research, advancing into untapped knowledge domains of the client, identifying non-explicit customer behavior patterns and developing collaborative ‘design thinking’ sessions with the client, to fine tune the new value propositions.

prototyping

Agile and iterative construction of prototypes (“mockups" which become gradually more detailed) and minimum viable products, allowing you to determine the full specs of the solution and launch the pilot testing.

02. Proof of concept / Pilot
pilot testing

Develops the pilot tests for measuring value creation and customer perception (valuation, friction, willingness to pay a price) and provides feedback to improve future iterations and decisions on scaling the pilot. Selects "controlled" implementation environments to reduce risks and ensures the test's business relevance.

03. Business
scaling up

Builds, tests and implements the new architecture and finalized technology solution in a way that is robust, secure and able to be integrated with current systems. Prepares the deployment plan with special attention to managing the transformation and careful attention to impact measurement (monitoring, communication, perception) and continuous improvement, both business and technological.

 
Multi-disciplinary teams working in short, iterative cycles
 

Management model

Finally, for the digital transformation to be successful, these 10 measures have to be taken into account

  • Leadership
  • Resources and method
  • Management & attraction of talent
  • 1 
    Need to start with a strategic reflection
    Rather than just following and imitating the competition to replicate or try to beat them, we need to consider the role digitization will play and the differentiating proposition we can offer.
  • 2 
    Active involvement of the CEO
    The digitization of a company requires a series of measures and a deep transformation that can only be implemented with the support of top management.
  • 3 
    Full commitment of the Steering Committee
    The entire Steering Committee must be committed in order to avoid transformation to be perceived as a threat inside the company and to strengthen the drive for digitization.
  • 4 
    Allocation of a committed budget
    Emergencies always occur in the most traditional areas. That is why successful digitization requires the allocation of a committed budget to ensure the company's transformation.
  • 5 
    "Special" management of investments
    Digital transformation requires a flexible portfolio scheme. The management of investments in this area will achieve success in some initiatives and less impact on others.
  • 6 
    Setting of objectives for the initiatives
    Innovation is not at odds with a realistic recognition of objectives and impact on the profit and loss account. Transformation initiatives are always clouded by uncertainty, but that is no excuse for not establishing specific business objectives.
  • 7 
    Appointment of digital managers
    There is a need for figures to direct the process, people who can combine tradition with innovation.
  • 8 
    Implementation in short cycles
    The implementation of new dynamics in the company requires more than just a mega-plan: projects need to be framed in short cycles in which each step is duly assessed and analyzed.
  • 9 
    Development of a new cultural environment
    There is a need to incorporate disruptive profiles with a digital vision capable of boosting change and generating new talent, in close collaboration with the more traditional organization.
  • 10 
    Creation of an innovation ecosystem
    The management and selection of alliances will be essential to accelerate transformation and provide differential services.
  • 1 
    Need to start with a strategic reflection
    Rather than just following and imitating the competition to replicate or try to beat them, we need to consider the role digitization will play and the differentiating proposition we can offer.
  • 2 
    Active involvement of the CEO
    The digitization of a company requires a series of measures and a deep transformation that can only be implemented with the support of top management.
  • 3 
    Full commitment of the Steering Committee
    The entire Steering Committee must be committed in order to avoid transformation to be perceived as a threat inside the company and to strengthen the drive for digitization.
 
 
  • 4 
    Allocation of a committed budget
    Emergencies always occur in the most traditional areas. That is why successful digitization requires the allocation of a committed budget to ensure the company's transformation.
  • 5 
    "Special" management of investments
    Digital transformation requires a flexible portfolio scheme. The management of investments in this area will achieve success in some initiatives and less impact on others.
  • 6 
    Setting of objectives for the initiatives
    Innovation is not at odds with a realistic recognition of objectives and impact on the profit and loss account. Transformation initiatives are always clouded by uncertainty, but that is no excuse for not establishing specific business objectives.
  • 7 
    Appointment of digital managers
    There is a need for figures to direct the process, people who can combine tradition with innovation.
  • 8 
    Implementation in short cycles
    The implementation of new dynamics in the company requires more than just a mega-plan: projects need to be framed in short cycles in which each step is duly assessed and analyzed.
 
 
  • 9 
    Development of a new cultural environment
    There is a need to incorporate disruptive profiles with a digital vision capable of boosting change and generating new talent, in close collaboration with the more traditional organization.
  • 10 
    Creation of an innovation ecosystem
    The management and selection of alliances will be essential to accelerate transformation and provide differential services.