Digitalise transition is taking place:

As organizational processes or products become digital, it goes step-by-step, component by component, from one big picture.

Emerging technologies can make analog work and processes digital or expand your scope of work.

New technologies and regulations are also changing the face of business and other organizations. But before these things can be applied, they must first be understood. After all, digitization is not a magic wand, and some manual processes are permanent for now.

An example could be expanding a business sales market to a mix of business (B2B) and the consumer market (B2C).

This is a completely different way of doing business, with different rules of the game, skills and requirements, and certainly in terms of European rules.

As transition consultants, we use a multidisciplinary approach to help you see the bigger picture and take the right steps. Starting from your own corporate culture and philosophy, we use our expertise to search together for the best solution.

Our focus is on:

Process transformation, with the processing of data, storage of data, the way it is communicated or other technologies, to achieve higher efficiency.

Dekamarkt or McDonald's, with testing now also being done to scan with a shopping cart or smartphone; 

Compatibility of devices to order something from anywhere via a Web application; 

Being able to work remotely worldwide, as far as not limited by a government; 

Using Internet applications and consultations in the so-called cloud.

Process transformation focuses on changing processes in partial areas in the organization, not the physical solution. It takes place not only towards the external customer but also internally. All noses should ultimately point in the same direction if possible; One Firm, One Concept.

OFC counts on the fact that in any organization, anyone can have good ideas and be involved in a process; after all, that always leads to better results.

How it can be done better:

There is, of course, a lot of stuff about how processes and solutions should and should not go. People demand more service without fail while interacting with your organization.

Actual examples of organizations like a Google or a Facebook, where applications are developed by techies and where users have to more or less figure out for themselves how something works under the guise of "advertising" (posting a text to be approved by Google or Facebook via bidding system);

A similar concerns a VodafoneZiggo where customers have to speak into a phone system, in the manner prescribed by Ziggo, but end up having to press keys before anyone gets on the line at all; and then regularly on the wrong department;

Or PostNL, which you call with 'another question than Track&Trace'. For that you have to press the 'complaint' button; the option 'other question' is simply not there.

Several examples can be cited where, on the one hand, customers are obtained through a good offering of products and services, but customers are repelled by the wrong applications of digitization.

For now, this applies to the large market players. The OFC adage: "Large organizations often forget how they got big," is therefore appropriate.