Make Your Business Digital.

Rewire the Core

Going digital places new demands on a company’s traditional functional organizations. Companies need to rewire every part of the organization in order to take full advantage of the latest digital technologies and analytics.


It all starts with the customer. Digital transformation presents companies with the opportunity to recast the end-to-end customer experience and radically redesign customer pathways. ACAL’s deep insights about digital consumers, both in the developed world and in emerging markets, help companies leverage digital technologies to create customer-centric business models.

Every generation of business leaders faces its distinctive challenge. For today’s generation, that challenge is the relentless pace of digital innovation. We call it the digital imperative.

Digital technology and advanced analytics are disrupting and transforming how companies work, compete, and create value. How can companies change the game and create lasting business value?

Transforming the Digital Customer Journey

To transform the digital customer journey, ACAL reimagines the entire experience by addressing customers’ major pain points and unmet needs, deploying digital technologies, and streamlining underlying processes through techniques such as lean, automation, and robotics.



Digital is fundamentally changing industry dynamics by elevating customer expectations, increasing disruption by start-ups, and requiring engagement with evolving digital technologies. Transforming the digital customer journey can overcome the widely faced challenges and add value in three primary ways: enhance customer experience, increase revenue, and decrease the costs of full-time employees (FTEs).

Companies that undertake the transformation of their digital customer journey can unleash a fundamentally different customer experience that is driven by a customer-centric vision as well as the digitization of underlying processes through smart processing technologies.

To master digital transformation, companies need to assess their digital maturity and embrace new ways of working such as “agile at scale” processes that delivery agility and innovation on a large scale. They also need to embed new digital-savvy skills at every level of the organization—perhaps most important in a company’s in-house IT organization.

To help companies accelerate the adoption of key digital and analytics capabilities and processes, ACAL offers a combination of development and training programs and build-operate-transfer transformation initiatives.

Decoding Digital Consumers

The digital realm is pervasive—and always in a state of transformation. But many companies continue to struggle to get the basics right, and there are still too few digital success stories considering the opportunities out there.

To capitalize on the potential of the digital landscape as it shifts and grows, it is essential to understand the accompanying changes in consumer behavior. This means knowing where and how to interact with consumers, both online and off.

The Center for Customer Insight powers insights that have a widespread impact on the digital world of governments, education, consumer goods, and retail, among others. We also uncover the digital habits of consumers in emerging markets.

Agile Transformation

Most enterprises are stuck in old ways of operating, and that can negatively affect a company’s speed and adaptability to change. To be competitive in the digital age, businesses need to achieve agility at scale.

Many of the world’s biggest companies struggle to be nimble, efficient, and data-driven, which then makes them less productive than they should be. It’s not just their size that holds them back; much of the problem is created by a traditional business model that’s been created for scale and standardization, rather than for agility and innovation.

While many organizations have teams working in an agile way, very few businesses have been able to implement this model across their entire enterprise. As companies move from implementing agile on individual projects to portfolios and, ultimately, to an entire business, more and more core processes need to be adapted—a significant operational challenge in itself.

Large-scale agile transformation isn’t just about technology. It’s about a new way of thinking. It’s more collaborative, more open, more creative, and much more efficient than other business models. And it’s something that can be implemented across a company, not just in one or two departments.

Companies can achieve agile transformation at three levels: the project level, which is relatively easy to accomplish; the portfolio level, which is more complex; and the organization level, which requires a complete rethinking of a company’s operating model. Moving effectively from the first level to the last can be difficult for a large organization, but companies that move in progressive steps can succeed.

Ultimately, creating a more agile way of working takes about two to three years to complete, but meaningful results can be achieved in as little as six months depending on an organization’s starting point and level of internal support.


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ACAL Place, Victoria Office Suites

Riverside Drive Nairobi.

P.O Box 20382 – 00100 Nairobi, Kenya


Tel: (+254) (0) 20 201 3480

Alt: (+254) (0) 20 201 3488

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