Over the past decade, the global workforce has been continually evolving due to several factors. An increasingly competitive business landscape, rising complexity, and the digital revolution are reshaping the mix of employees. Meanwhile, persistent uncertainty, a multigenerational workforce, and shorter shelf life for knowledge have placed a premium on reskilling and upskilling.

Digital transformation is a leading force in organisational life today. In some cases, this is driven by so-called digital native organisations wreaking havoc on older companies in an industry. In some cases, those older companies are seizing the opportunity before the change is forced upon them. Whether it’s based upon employing a shrewd offence or cautious defence, this change will impact all organizations.

Today, organizations are asking:
  • But what is digital really?
  • How is it different between digitization and digital transformation?
  • Who should own it within the enterprise?
  • What processes and technologies are necessary to bring it to life?

Technology is omnipresent, and when designed by people that aren’t using it, it won’t have the full impact as a vehicle and instrument for development Rebecca Enonchong, Founder and CEO, APPSTECH, Cameroon

We help clients feel better prepared to seize the opportunities while staving off some of the threats associated with digital transformation. Our services enable them to harness the power of data and artificial intelligence, modernise core technology and capitalise on new technology, optimise and automate operations, digital fuel growth, create stunning digital experiences, and build digital talent and culture. Our Digital Transformation Practice offers a compelling case for investing in digital initiatives, as explained below:

Why invest in Digital Transformation?
  • Digitally engaged organisations develop digital solutions and processes that can be found throughout the organisation. We collaborate with Clients to make digital work more pervasive across the organisation across departments by defining and supporting the implementation of a digital operating model
  • Digitally engaged organisations use more advantaged analytics and process automation freeing up capacity and providing critical information for strategic decisions. This enables organisations to seize opportunities and advance their capabilities to compete with digital natives.
  • Digitally competitive organisations push the envelope on how digital solutions and processes can be utilised to not only drive revenue but also to help forecast future needs and respond quickly to identified gaps. We collaborate with clients to create harmonisation between a digital operating model and a microservices architecture which allows their organisations to quickly take customer desires and feedback and turn them into actionable, revenue-generating business solutions.


Mulshid Eleas Muwonge, Jr.
Chairman and Managing Partner
Daniel Bill Opio
Associate Consultant