Our client, a large packaging company, has a diverse portfolio of exploratory projects where innovation that can drive major future business results are explored. In one of these projects, a major commitment had been made to explore a new business model based on robotics and the promise of cheaper, simpler, and easier implementation of automation. through bold decisions, it was possible to cut 50% of the budget for the project while still allowing it to deliver the same identified customer value.

While the business is doing well, the personnel in parts of the project delivery functions were completely overloaded. This caused major issues with the project delivery in the organization which was much slower than desired. Analysis showed a way to reduce the time from start to finish of projects by 30%. Recommendations were also developed for a much more disciplined pipeline management.

The Chief Operating Officer (COO) of a prominent communications technology firm held the crucial responsibility of overseeing the development and competitiveness of the company's products. Despite a unique competitive advantage built on profound knowledge of specific components in a heavily regulated industry, the company was unable to translate this edge into solid profitability.

The CEO of our client, a security service provider, had driven an extensive strategy project. With a new vision and corporate strategy established, the client had come to the conclusion that the winners in their market would be the actors that would succeed with digitalization and exponential technology like machine learning and automation. The strategic insight was there, but how to make it happen was still a question.

DigiGrow is a project format that helps municipalities succeed with the digital transformation of urban planning processes. Swedish municipalities have the insight that the value of digitalization can be extremely high. The struggle comes when taking the first active steps toward releasing the full power of a continuous digital information flow in daily operations.

In 2013 Aftonbladet, the largest news media outlet in Sweden, could boast that it had excelled at digital transformation. Aftonbladet had managed to keep growing during a challenging period for the media industry and in 2011 saw digital profit surpass print profit.

So what was the grand strategy behind (arguably) the first successful digital transformation of a large Swedish corporation - and what can we learn from it?