Digital technology and business consulting services reflect the intermingled nature of information, technology and business. This market is increasingly driven by joined, interdependent actions and initiatives, rather than characterized by layers of the traditional technology stack. Digital technology and business consulting services reflect project-based consulting services that create the ambition and design for information, technology and business processes for clients.

Digital Technology and Business Consulting Services

3D Print Service Bureaus

4G and 5G Private Mobile Network Services

4PLs

5G Enterprise Data Services

5G Network Infrastructure for Communications Service Providers

A/B Testing Tools

AI Avatars

AI Code Assistants

AI Offerings in CSP Network Operations

AI Writing Assistant Software

AI and Data and Analytics (D&A) Service Providers

AI in CSP Customer and Business Operations

AI-Augmented Software-Testing Tools

AI-Enabled Interview Intelligence

AI-Enabled Translation Services

AIOps Platforms

API Management

API Protection

Absence Management Software

Access Management

Account-Based Marketing Platforms

Account-Planning Tools

Accounting Practice Management Software (APMS)

Accounts Payable (AP) Recovery Audit Services

Accounts Payable Invoice Automation Solutions (Transitioning to Accounts Payable Applications)

Active Metadata Management

Ad Tech Platforms

Adaptive Project Management and Reporting

Advanced Analytics Service Providers for Marketing

Advanced Contract Analytics

Advanced Distribution Management Systems

Affiliate Marketing Platforms

Alternative Legal Service Providers (ALSPs)

Analytics Query Accelerators

Analytics and Business Intelligence Platforms

Analytics and Decision Intelligence Platforms in Supply Chain

Anti Money Laundering (AML) Software

Applicant Tracking Systems (ATS)

Application Crowdtesting Services

Application Delivery Controllers

Application Development Life Cycle Management

Application Integration Platforms

Application Platforms

Application Portfolio Management Tools

Application Security Posture Management (ASPM) Tools

Application Security Testing

Application Testing Services, Worldwide

Artificial Intelligence Applications in IT Service Management

Asset Investment Planning Solutions for Energy and Utilities

Asset Leasing Software

Asset Performance Management Software

Audience Intelligence Platforms

Audit Management Solutions

Augmented Analytics

Augmented Data Quality Solutions

Augmented Reality Development Software

B2B Customer Community Platforms

B2B Gateway Software

B2B Marketing Automation Platforms

B2B Profit Optimization Software

BPM-Platform-Based Case Management Frameworks

Background Check Software

Backup as a Service

Banking Payment Hub Platforms

Bankruptcy Software

Barcode Software

Benchmarking Services for Transportation Rates and Logistics Performance

Benefits Management Software

Blockchain Consulting and Proof-of-Concept Development Services

Blockchain Platforms

Blockchain as a Service

Brand Advocacy Services

Brand Compliance Software

Brand Protection Software

Brand Strategy Agencies

Breach and Attack Simulation (BAS) Tools

Business Continuity Management Program Solutions

Business Process Automation Tools

Business Process Management Platforms

Business-Outcome-Driven Enterprise Architecture Consulting

CPS Protection Platforms

CRM Customer Engagement Center

CRM and Customer Experience Implementation Services

CRM in Life Sciences

CSP 5G Core Network Infrastructure Solutions

CSP 5G RAN Infrastructure Solutions

CSP Customer Management and Experience Solutions

CSP Revenue Management and Monetization Solutions

CSP Service Design and Orchestration Solutions

CSP Service and Network Assurance Solutions

Candidate Relationship Management (CRM) Software

Capital Investment Management Software

Carbon Accounting and Management Software

Carbon Offset Platforms

Cash Flow Management Software

Category Management Solutions

Cell and Gene Therapy (CGT) Platforms

Channel Integration Software

Chaos Engineering Tools

Citizen Service Delivery

Large invoices from large consulting firms

Thanks everyone for sharing your comments. I think this all depends on the client’s understanding of this term and what they are looking to achieve. We need to ask the same question to non technical professionals and see their answers.. I think we’ll get surprising answers from them 😁

Changing the mindset of the people towards adopting more checks and balances to adhere to processes and workflows supported by tools.

A little of any of the options, but for now mostly going paperless and automation manual processes.

Enabling or transforming the business by leveraging digital capabilities be it AI, IoT, Big Data, Analytics, or any other technology.

Aligning a technology delivery roadmap with incremental delivery of things that provide the most value to business and changing the governance culture to one of engagement in the journey and incremental pivot points to allow response to changes/opportunities in the industry.

Solving business problems using technology to achieve sustainable outcomes and create long term opportunities.

applying IT to reduce business costs

the digital transformation of data itself at scale, a data-centric computing model not infrastructure based.

Changing how organisation works - ways of working. It also fundamentally is the change in the value chain for the company and from many aspects the digital transformation is essentially how digital solutions are integrating seamlessly to our everyday life

The world has changed, our customers wants and needs are changing, the tools we use to service our customer are changing.  Digital transformation is the reworking of our business to align to these changes.

It is all of those items and more.  It is not just about technology.  It is the transformation of the business to a more automated, faster pace, paperless, technology enabled business.  Tech is just one part of it.  And a tech transformation without the business on-board will have limited success.

To me, digital transformation is process of utilizing 'digital' technology to drive efficiency, automation and the acceleration of business. Example: From a collaboration and productivity standpoint, adopting a 'Dominating Ecosystem' like G Suite or Office 365 to reduce the daily friction of teammate collaboration (vs. disjointed best-of-breed tools).

Changing way of running the business processes and way of thinking

For me it’s about moving from older, less modern technology to something that’s more relevant in current day. That could include iOT, but for me, cloud strategy, SaaS, using technology all apply to the category of digital transformation.

Digital Transformation is a culmination of all things listed above, but takes into affect the ability to develop a digital platform that supports the organizations top priorities within their industry. For Higher Education, it's the ability to reach, attract, enroll, retain, and partner with alumni. It's an electronic journey filled with IOT, Mobile technology, AI, Paperless, and social media presence.

Replacing or retirement of all old unsupported technologies with modern supported technology. (Usually prefer SaaS with usage based licensing)

I see it as a series of iterative change that a business undertakes in order to shift their model.

And it has nothing to do with technology - that is only the enabler, not the outcome. 

It is aso requires pain - you don't make a butterfly by the sticking wings on a caterpillar.

A misnomer . Transformation is a process of change to foster value creation, and/or optimization for improved cost effectiveness. This value based outcome may be enabled by the use of digital technology.

Leveraging Information (electronic) and automation as an asset to grow a business or for cost optimization.  Not simply replacing with automation but gaining competitive advantage.

Phasing our old apps and ways of doing things and adopting new ways and perhaps new apps

I think about how Marketing organizations come up with vacuous catchphrases like "digital transformation" to justify their own existence.

Digital Transformation is creating processes using technology to be more efficient, less error prone and faster then are currently in place.  This can be both internal and external processes.  How companies work internally and work with other companies.  These could be already automated processes or current manual processes.  Part of digital transformation is integrating with the bigger ecosystem of technology.

Must be a little of all. AI, lowcode/nocode, paperless, if you go further Digital Transformation is tonapply all what you got in hand to solve and/or better solve daily processes

Some good options provided, for me more about automating and simplifying tasks and processes,  improving end-user interactions and engagements.

Marketing term to sell services.

Thinking more holistically about the using of IT products/services, data and customer/employee insight to provide a more engaging and efficient organization.

It’s transforming the 3P’s:

Platform
Process
People

And the goal is to create new digital business models through a process of continuous improvement and adoption of operating model.

What do you think of when you hear the term "digital transformation"

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I think of how I'm going to politely end the conversation with whatever vendor is talking to me. 

Large invoices from large consulting firms

Thanks everyone for sharing your comments. I think this all depends on the client’s understanding of this term and what they are looking to achieve. We need to ask the same question to non technical professionals and see their answers.. I think we’ll get surprising answers from them 😁

Changing the mindset of the people towards adopting more checks and balances to adhere to processes and workflows supported by tools.

A little of any of the options, but for now mostly going paperless and automation manual processes.

Enabling or transforming the business by leveraging digital capabilities be it AI, IoT, Big Data, Analytics, or any other technology. 

Aligning a technology delivery roadmap with incremental delivery of things that provide the most value to business and changing the governance culture to one of engagement in the journey and incremental pivot points to allow response to changes/opportunities in the industry.

None of the above. I'm thinking about doing things in a more automated way that's relevant to the year 2020.

Solving business problems using technology to achieve sustainable outcomes and create long term opportunities.

the digital transformation of data itself at scale, a data-centric computing model not infrastructure based. 

Changing how organisation works - ways of working. It also fundamentally is the change in the value chain for the company and from many aspects the digital transformation is essentially how digital solutions are integrating seamlessly to our everyday life

From a vendor, its a sales pitch, from management, usually its just a buzz-word they've heard from somewhere.

The world has changed, our customers wants and needs are changing, the tools we use to service our customer are changing.  Digital transformation is the reworking of our business to align to these changes.

It is all of those items and more.  It is not just about technology.  It is the transformation of the business to a more automated, faster pace, paperless, technology enabled business.  Tech is just one part of it.  And a tech transformation without the business on-board will have limited success.

To me, digital transformation is process of utilizing 'digital' technology to drive efficiency, automation and the acceleration of business. Example: From a collaboration and productivity standpoint, adopting a 'Dominating Ecosystem' like G Suite or Office 365 to reduce the daily friction of teammate collaboration (vs. disjointed best-of-breed tools).

Changing way of running the business processes and way of thinking

For me it’s about moving from older, less modern technology to something that’s more relevant in current day. That could include iOT, but for me, cloud strategy, SaaS, using technology all apply to the category of digital transformation.

Digital Transformation is a culmination of all things listed above, but takes into affect the ability to develop a digital platform that supports the organizations top priorities within their industry. For Higher Education, it&#39;s the ability to reach, attract, enroll, retain, and partner with alumni. It&#39;s an electronic journey filled with IOT, Mobile technology, AI, Paperless, and social media presence.

Replacing or retirement of all old unsupported technologies with modern supported technology.   (Usually prefer SaaS with usage based licensing)

I see it as a series of iterative change that a business undertakes in order to shift their model.

And it has nothing to do with technology - that is only the enabler, not the outcome. 

It is aso requires pain - you don&#39;t make a butterfly by the sticking wings on a caterpillar.

A misnomer . Transformation is a process of change to foster value creation, and/or optimization  for improved cost effectiveness. This value based outcome may be enabled  by the use of digital technology.

Leveraging Information (electronic) and automation as an asset to grow a business or for cost optimization.  Not simply replacing with automation but gaining competitive advantage.

Phasing our old apps and ways of doing things and adopting new ways and perhaps new apps

I think about how Marketing organizations come up with vacuous catchphrases like &#34;digital transformation&#34; to justify their own existence.

Digital Transformation is creating processes using technology to be more efficient, less error prone and faster then are currently in place.  This can be both internal and external processes.  How companies work internally and work with other companies.  These could be already automated processes or current manual processes.  Part of digital transformation is integrating with the bigger ecosystem of technology.

Must be a little of all. AI, lowcode/nocode, paperless, if you go further Digital Transformation is tonapply all what you got in hand to solve and/or better solve daily processes

I use a more action oriented phrase:
“Continuous Innovation”

Some good options provided, for me more about automating and simplifying tasks and processes,  improving end-user interactions and engagements.

Thinking more holistically about the using of IT products/services, data and customer/employee insight to provide a more engaging and efficient organization.

It’s transforming the 3P’s:

Platform
Process
People

And the goal is to create new digital business models through a process of continuous improvement and adoption of operating model.

What do you think of when you hear the term "digital transformation"

For younger companies, this has happened organically. When a company starts, people who come in are increasingly expected to bring their technology solutions along to help grow the business. As the company scales, the need for an organized approach arises and IT comes into play. At Twitter the internal technology team grew out of this necessity and this has helped us in two ways:<ol><li>Stay lean</li><li>Focus on the customer demand</li></ol>We're no different than a consumer-focused product team in that we build what the customers need, in this case the customers are Twitter employees and partners. There are 3 things that help position Twitter’s IT team as a product org, not just a cost center.1 - Team Titles and Team Structure From a team PoV, it’s important to use terms that others in the organization are familiar with and respect. The team at Twitter consists of Product Managers and Engineering Managers. Product Managers are by function (e.g. finance, marketing) whereas Engineering Managers are by technology (e.g. Oracle, Salesforce etc.). The PMs don’t think about finance as Oracle, but rather as a collection of applications, systems, and processes that drive finance. This in turn helps them influence and direct some of the strategic vision as opposed to just being request-driven. The PMs stay close to the operations teams within the business units (e.g. sales ops, marketing ops) and work with them in creating roadmaps organized by sprints that align with the goals of the finance team. It’s not unlike how consulting organizations would operate, except business units have a long-term partner who they can trust and who knows the workings of Twitter.2 - Capacity-driven and Agile While this isn’t a differentiator anymore, agile is key to our success. We are capacity-driven and have a deep understanding of our historical velocity and trends which helps us accurately forecast timelines for projects when creating roadmaps. We also have weekly syncs with the business teams on sprints, and deliverables, which brings transparency to our work. We have bi-weekly meetings to prune the backlog and stay current, and we also have quarterly business planning meetings to set and understand the overall vision and direction of the business units. All our meetings have the business counterparts (typically the ops teams) present and actively participating.3 - Focus on Relationships Getting started, a large portion of my time was spent on Public Relations, especially in the first year - probably close to 60% of time. We began by establishing relationships with the business executives (our customers), understanding their priorities, explaining our team setup and goals as well as establishing the right terminology, culture, language etc. And while this gets easier over time, it continues to drive our success and is critical at every level of the organization. As with all PR, it takes a bit to get going but once it kicks in, the benefits are tremendous and really help position IT as no different than a product organization.

As I said to Mayank yesterday, I think the rebranding is from Information Technology to Digital Technology (DT) as that transformative effort is across the entire company

I believe the answer is actually hidden in the question. Becoming a “product organization” is really about doing just that. Rather than IT managing systems and BUs sponsoring the system, you adopt Product Management processes for your internal and external facing systems. Product Marketing is the research done within the business units by the Product Owner to determine needs and wants. Product Management is the work done within IT or the Business Unit to define/prioritize features and capabilities. Product Development works with Product Management to convert this into stories/requirements and develop against a release schedule, with changes at a pace that is as frequent as the Product Users desire while still feasible.

I recently had this assignment with a customer. We rebranded Information Technology to Enterprise Innovation, a global business unit. We created a mission statement, strategy and operating plan, product offerings (both solutions and services) a marketing and communications plan that would be delivered to the organization (and to its customers). We allocated an operating budget, KPIS. Soup to nuts. Notably we also costed out the services for " consulting/ advisory" and an experimentation center. In short we created a new company within the company that technically could be spun off in future. The whole thing is now being prettified for presentation to the board for their approval. 

BTW Ironically the only one not on board with the plan is the current CIO who I was told refused to lead their digital transformation initiative.

This is a common problem especially for outside IT Providers - branded as MSP(s).   It is paramount to move IT from a cost center to an investment.   From a drain on the budget to a series of initiatives that enhance business process, servicing of customers, increasing capacity etc. 

Far too often, those of us in IT believe we are here to save the day and “own” the network as well.   Once we realize that our focus must be that of service to core business units we then begin to see how we can improve business process and delivery vs being a line item.

We strive to develop secure systems that align with initiatives that align with the goals of core business units.

Many good answers and interesting ideas, not sure if I can add much. Lately, I have been somewhat disillusioned by rebranding and transformation/innovation efforts. I find that trying to stay radically relevant and focusing on delivering value takes care of most things.

How do we completely rebrand what IT is going to do as we grow? Specifically how do we stop talking about IT as IT and transform into a product organization?

I recently had this assignment with a customer. We rebranded Information Technology to Enterprise Innovation, a global business unit. We created a  mission statement, strategy and operating plan, product offerings (both solutions and services) a marketing and communications plan that would be delivered to the organization (and to its customers). We allocated an operating budget,   KPIS. Soup to nuts. Notably we also costed out the services for &#34; consulting/ advisory&#34; and an experimentation center. In short we created a new  company within the company that technically could be spun off in future. The whole thing is now being prettified for presentation to the board for their approval. 

BTW Ironically the only one not on board with the plan is the current CIO who I was told refused to lead their digital transformation initiative.

How do we completely rebrand what IT is going to do as we grow? Specifically how do we stop talking about IT as IT and transform into a product organization?

Consulting & Professional Services

I never aspired to be a consultant or advisor, I just fell into running a small consulting business. I used to think it would be very frustrating to give advice and not be able to put my ideas into action, but I've actually found the opposite to be true. I have the fortune to work with companies that really seem to value the guidance that I'm giving them, and most of the time they try to do something with it.

It can be very rewarding. I have been primarily a CIO but have also been a consultant and an interim CIO. Each offers their own rewards, and troubles.

CIO
- you are living it every day
- focus on building for the longer term etc
- but you also have to deal with the politics etc
- the day to day has to be dealt with

Interim CIO
- shorter term focus
- can look at how you can add value in the near term
- can stay out of a lot of the politics 
- you may not get to see the results
- you do not have the security
- you may or may not have to deal with the day to day, depending on the situation 

Consultant CIO
- could be a one-off gig or an ongoing few hours per month
- limited ability to influence
- can be difficult to get the full details of the situation 
- allows you to provide advice and then leave
- you can avoid getting caught up in the day to day issues

Hope that helps.

I have found being a consulting CIO to be very different from that of an operational CIO. It is a sliding scale and serving as a fractional CIO or interim CIO can provide some of the aspects you may have as an operational CIO. The tradeoff is finding the balance what drives/ interests you and the demand to tap into. Personally, I never planned to serve as an advisor or consultant but found that companies greatly value the advise I have been able to provide.

It’s a different experience that is both challenging and rewarding. Challenging in the sense that as a consultant you are considered as one who is external to the organization and may not truly understand the politics and culture within. There is a potential “autoimmune” resistance from long time insiders. On the flip side, being an external resource gives the organization a different insight and fresher outlook on what needs to be changed, improved, or sustained in the organization.

Consulting CIO provides more and a better exposure in terms better outlook from outside in view.Consulting CIO can support business from being exposed to certain strategic risks specially on digital transformations. Consulting CIO's role should specialist in areas where typically CIO's lack on like industry technology implementations and benchmarking locally and globally. Roadmap building and Change Management.

Been a long-time CIO all my career. I have enjoyed the role especially since it involves the walk-the-talk part. This makes you more cautious about your consulting job as you need to execute what you advise.
Over a period we tend to get bored of the operational execution especially when it is repetitive. I have done 3 ERP implementations and do not enjoy it anymore. However, would love to consult on the same.
The role of a full-time CIO prepares you to be a good consulting CIO.

Once you build up a diverse portfolio of clients it becomes really rewarding as you start to see the common pain points across industries/orgs. As these become obvious, it's easy to start to build response kits to them.

The main piece of advice I have to give is to make sure you have plenty of models and frameworks you can draw upon to solve problems.

What's it like to be a consulting CIO?

I never aspired to be a consultant or advisor, I just fell into running a small consulting business. I used to think it would be very frustrating to give advice and not be able to put my ideas into action, but I&#39;ve actually found the opposite to be true. I have the fortune to work with companies that really seem to value the guidance that I&#39;m giving them, and most of the time they try to do something with it.


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