Best Practices for Digital Transformation Success
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Best Practices for Digital Transformation Success

Dr. Dinesh Chandrasekar, CIO & Head of DISC, Pactera EDGE advises a blend of digital and physical infrastructure is required for a successful digital transformation.
What is the operating business model of Pactera EDGE and how all does technology drive this business?
Pactera EDGE is a digital technology and Consulting Service Company. We mainly focus on what we call as enabling the modern enterprise. By modern enterprise we work with both types of companies, the new age digital ones as well the legacy companies. Amazon, Flipkart, OYO, –these are the companies which people call as digital narratives.

We also work with the pioneers, like the companies which are in the business for over 50-60 years, or some companies over a century as well. We try to establish a technology equilibrium for these customers. Technology equilibrium is helping them to identify the right business models and infuse the right digital and AI technologies for them.

What are the solutions and services in Pactera’s portfolio?
As we say, we are an EDGE player– engineering, digital globalization, an emerging tech, what converges into solutions are around the digital, intelligence and experience.We mainly focus on a lot of the cloud and data technologies cutting across multiple product vendors like Microsoft, AWS and Google. We also provide a service in Alibaba cloud as well. So when it comes to data, we offer data platform modernization from data lakes to all the way to establishing an ACOE. When it comes to experience, we mainly focus on the customer experience and the user experience. We also have a digital consulting organization.
What are the key technology solutions used by Pactera EDGE and what are their use cases?
Our focus is more on the cloud, data, artificial intelligence, automations and Experian solutions. We have two types of use cases. One is the technology use cases where somebody comes and tells us that they want to modernize their platform. Probably they are working on an on-premise environment and they want to move to the cloud. The same goes for a data platform modernization as well.
We also have industrial use cases. We specialize in few industry, especially CPG, retail, logistics, healthcare and finance. So when we work with industry use cases, we bring in this technology as a platform. But what we try to address is the real customer challenges.

How are digital technologies helping Pactera EDGE to tide over the current COVID19 crisis?
We have a facility in China. We have more than thousand workers working in China. So this was not something new to us what happened in March. We had this impact in January itself. And also this was a kind of a blessing in disguise if I have to say that. Since we had experienced and mitigated this situation in China, when lockdown happened in India, we were much prepared.
Second, Pactera as a company not only preaches to the customer, but we are ourselves using a lot of digital technologies. Moving to work from home has really been easy for us by adopting this digital technology.
We have a lot more solutions which we offer to a customer. For example, we have brought in something called an emergency response team bot. This emergency response team platform, which has got a lot of digital technologies, enables especially a conversational AI solution that can be immediately adopted by our customers to roll out some of those programs for their employee engagement. So does that part of the ERD platform. Not only we adopted this platform for Pactera EDGE, we are also offering this platform to our customers as well.
What are your primary roles and responsibilities as the Chief Innovation Officer of Pactera EDGE?
Innovation has to be from idea to invoice. So I am trying to commercialize innovation because the innovation has to bring value. We adopt a methodology called co- creation with the customers. We hear the problems from the customers and try to prototype our solutions to address these customer problems.
When we see this is repeated for multiple customers, then we take it into innovation pipeline. So the idea behind us is that even though you know that there is something we can do as a disruptive technology, we are matching it with the customer problems and making sure we are able to solve the customer problems. That way whatever you are trying to innovate, you can take it to the market within two to three months time. That is what I practice and preach to my teams. We listen more to our customers, identify the problems and we take more of a use case approach. Those use cases are the stepping stones for our Innovation.
What are the functions of the DISC division at Pactera EDGE?
DISC stands for Digital Innovation, Solutions and Consulting. In short it is the Innovation Office of Pactera. But we never restrict ourselves only as an R&D or innovation team. We closely work with our delivery as well as the go-to-market teams. This innovation team is not a back end or R&D team of Pactera. They are very much customer facing, as lot of my team members have calls with the customers to understand the problem. We closely work with our pre-sales teams to churn out the proposals based on the innovation solution accelerators we are building.
How are you leveraging technologies like AI/ML, IoT, RPA, DevOps, blockchain among others?
Our core team is data, intelligence and experience. The things we are really focused on are cloud, Data modernization coupled with AI service offering, automation specifically RPA. We do not isolate ourselves as a company instead we blend with a lot of startup companies because these are more focused on creating a point solution for a specific problem, and they do it the best. We want to build an enterprise grade solution.

How does Pactera help in the digital transformation of organizations? What are the key milestones in the journey?
One of the countries which is very advanced in a digital transformation stage is China. Before Pactera EDGE, we were Pactera. Our heritage was from China. And that gives us a lot of opportunity to learn how best they have done a digital transformation in China.

We are not just a technology service company. We have a very strong consulting arm. When we bring these things to the table, we start with a design thinking process and interact with the customers, identify the problems, and then start building the solution, which is both the consulting solution as well as the technology solution.

The customer first gets the comfort that we understand the problem. Our consulting team takes pride in having introduced this concept called the most lovable product. We have our own methodologies to extract the complete problem and conceptualize the solution before we start suggesting the technology solution. We handhold them and make sure their transmission initiative is successful. That way, the customers stick to us for a long time. That is where we see a lot of success coming to us when we blend the transmission with continuous innovation in all these programs.

How would you advise businesses to transform digitally especially in the current situation?
A company has to first identify what are the digital needs. Then a good amount of digital and physical infrastructure is required to call it as a successful digital transformation.
COVID-19 is one of the best examples that has really proven to the world you cannot survive only with a physical or a digital infrastructure. You need to find an equilibrium and get digital, How much of digital you want in an organization, but at the same time you also should strengthen your core infrastructure.

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