Most B2B SaaS companies have invested significantly in their CRM. Salesforce, HubSpot, Pipedrive — the tooling is in place. And yet, when the CFO asks for a revenue forecast that she can actually rely on, the head of sales hedges. When the finance team chases overdue AR, someone in sales ops is manually exporting a spreadsheet. When leadership wants to understand why deals are slipping, the answer requires a 48-hour forensic exercise across three systems.The CRM isn't lying to you maliciously. It's lying because it was never designed for the way B2B revenue actually works — across multiple tools, multiple teams, with complex deal cycles and AR that doesn't automatically close itself.<h2>The Anatomy of a Revenue Data Problem</h2>B2B revenue operations typically break down across three dimensions:Pipeline visibility is false confidence. A pipeline showing £2M in Stage 4 deals sounds promising. But if those deals have been sitting in Stage 4 for 45 days longer than your average cycle, they are not the same as deals that just entered Stage 4. Most CRMs don't surface velocity degradation as a first-class signal. Revenue teams operate on nominal pipeline value rather than probability-adjusted, velocity-weighted reality.AR follow-up is manual and inconsistent. In the typical B2B SaaS operation, accounts receivable follow-up depends on a person — someone with other priorities — sending emails at intervals they determine subjectively. When that person is on leave, the follow-up stops. When the portfolio grows, coverage degrades. An AR overdue rate of 23% is not a collections problem. It is a process automation problem.Forecast accuracy is structurally limited by data fragmentation. Forecasting models can only be as accurate as the data they are trained on. When pipeline data lives in CRM, usage data lives in a product analytics tool, renewal signals live in a customer success platform, and AR status lives in finance software, no single system has the full picture. Forecast accuracy of ±31% is not a modelling failure — it is an integration failure.<h2>What Revenue Operations Automation Looks Like in Practice</h2>DSeT's iPaS-RevOps platform was built to address these structural failures, not to be another reporting layer on top of them.The architecture starts with unification: connecting pipeline data from multiple CRMs, AR status from finance systems, and customer signals from success platforms into a single intelligence layer. Not by migrating data into a new database, but by building a live integration layer that maintains context across all source systems.On top of this unified view, three automation engines run continuously:AR follow-up automation. Sequence logic that triggers follow-up communications based on invoice age, deal relationship context, and customer tier — without requiring human initiation. At the client deployment, AR overdue rates fell from 23% to 8% within 90 days, and 340+ manual follow-up hours per month were recovered.Deal velocity analytics. Rather than showing static pipeline stages, iPAS tracks how fast deals are moving relative to historical averages and flags stalled opportunities before they become missed quarters. Revenue teams shift from reactive deal reviews to proactive pipeline management.Probabilistic revenue forecasting. With unified data and velocity signals, forecast models can account for deal age, stage transition rates, and churn risk simultaneously. Forecast accuracy improved from ±31% to ±9% quarter-over-quarter at the client deployment — a number the CFO could actually plan around.<h2>The Microsoft Marketplace Advantage</h2>iPaS-RevOps is live on Microsoft Marketplace, available through the standard Microsoft procurement process. For organisations already in the Microsoft ecosystem, this means simplified procurement, consolidated billing, and Azure credit eligibility — removing the commercial friction that often slows enterprise software adoption.<h2>The Larger Point</h2>The revenue data problem in B2B SaaS is not a CRM problem — it is a revenue operations architecture problem. Buying another CRM module, adding another dashboard, or hiring more ops analysts does not address the structural fragmentation. The fix requires an integration layer that connects the data, an automation layer that removes manual process dependencies, and an intelligence layer that surfaces signals before they become problems.The organisations that build this architecture now will have a structural forecasting and cash collection advantage over those that continue running on spreadsheet exports and manual follow-up.iPaS-RevOps is available on Microsoft Marketplace. To explore how it applies to your revenue operations, visit dsetconsulting.com/contact.

Why CRM data fragmentation causes revenue forecast errors and AR overdue problems in B2B SaaS — and how DSeT's iPaS-RevOps platform fixes it.

Pipeline confidence of 90% masking a forecast miss of 31%. AR overdue at 23% with no automated follow-up. The CRM data problem is bigger than most revenue teams want to admit.

Why Your CRM Is Lying to You: The Revenue Operations Crisis in B2B SaaS

India's mining sector moves billions of rupees worth of ore every month. And yet, the billing and dispatch process that governs this movement is, in most operations, still largely manual. Weighbridge operators record tonnage by hand. Grade certificates are issued as PDFs by government bodies with no API access. Reconciliation happens at the end of the month — if it happens at all. Dispute cycles between mines, transporters, and buyers stretch for weeks.The result: systematic revenue leakage that rarely shows up in any single line item, but compounds into a figure most mine operators would find alarming if they ever calculated it. At one of DSeT's mining clients, the number was ₹1.2 crore per year — quietly leaving the organisation through billing discrepancies that no one had the bandwidth to catch.<h2>Why Manual Ore Billing Breaks Down</h2>The ore billing chain has several points of failure, each compounding the others.Weighbridge data is fragmented. Multiple weighbridge stations, shift changes, and handwritten logs mean that the same truck can have different recorded weights at different points in the dispatch chain. A 0.5% discrepancy per trip, across hundreds of daily trips, adds up fast.Government systems don't have APIs. Grade certificates, royalty challans, and dispatch permits are issued as PDF documents by government portals. There's no structured data feed. Someone has to manually extract this information and enter it into the ERP — introducing another layer of error and delay.Reconciliation is periodic, not continuous. When billing reconciliation happens at month-end rather than in real time, disputes accumulate and context is lost. The transporter can no longer recall which trips are in dispute. The buyer's accounts team has already closed their books. Resolutions take weeks.<h2>What OreBill AI Does Differently</h2>DSeT's OreBill AI platform was built specifically for this environment. Not as a generic logistics tool adapted to mining, but as a purpose-built system that understands the specific data flows, regulatory requirements, and operational complexity of ore billing in the Indian mining context.Three capabilities define its approach:Automated weighbridge intelligence. OreBill connects to weighbridge systems in real time, normalises data across stations and shifts, and flags discrepancies the moment they occur — not at month-end. The 12% weighbridge discrepancy rate at the client deployment dropped to under 1.5% within the first quarter.PDF intelligence extraction. Government-issued documents don't have APIs. OreBill uses document intelligence to extract structured data from grade certificates, challans, and permits — feeding directly into the ERP without manual re-entry. This eliminates an entire category of transcription error.Continuous reconciliation. Rather than a monthly exercise, reconciliation runs continuously. Discrepancies are flagged as they emerge, with full context intact. Disputes that previously took weeks to resolve now close within a billing cycle.<h2>The Numbers That Change the Conversation</h2>After deployment, the results at the client site were measurable and significant: billing reconciliation time dropped 60% (from 5 days to under 2 days per cycle), ₹1.2 crore in annual revenue leakage was recovered through automated dispute detection, and the weighbridge discrepancy rate fell from 12% to under 1.5%.These aren't projections — they're outcomes from a live deployment.<h2>The Broader Implication</h2>The ore billing problem is not unique to one mine or one operator. It is structural to how the Indian mining and mineral logistics industry currently operates. Every operation that runs on manual weighbridge logs, PDF-based government documents, and periodic reconciliation is exposed to the same leakage.The question for mine operators and CFOs is not whether this leakage exists — it almost certainly does. The question is whether the organisation is equipped to find it and stop it.AI-driven billing automation isn't a future capability for the mining sector. It is available, deployable, and delivering measurable returns today.OreBill AI is DSeT's platform for Mining and Mineral Logistics. To see how it applies to your operation, visit dsetconsulting.com/contact.

How DSeT's OreBill AI platform automates ore billing, eliminates weighbridge discrepancies, and recovers ₹1.2Cr annual revenue leakage in mining operations.

Manual ore billing processes are silently haemorrhaging revenue across India's mining sector. Here's why it happens — and how automated weighbridge intelligence is changing the equation.

The Ore Billing Problem Nobody Talks About: How AI Is Fixing a ₹1.2Cr Annual Leak

Walk into most Indian manufacturing facilities today and you'll find two worlds that rarely speak to each other. On one side: SCADA systems, PLCs, and DCS controllers generating terabytes of real-time operational data every day. On the other: ERP dashboards, Excel reports, and weekly review decks that management relies on to make decisions. Between them sits a chasm — the IT-OT gap — and it is costing Indian manufacturers far more than they realise.<h2>The Hidden Cost of Disconnected Systems</h2>The problem isn't that the data doesn't exist. It does — in abundance. The problem is that it lives in operational technology (OT) systems that were never designed to talk to enterprise IT infrastructure. Production line anomalies that should trigger procurement alerts don't. Maintenance events that should update ERP job cards don't. Shift handover reports that should feed into quality management systems require three people and two hours to compile manually.At KOPL, one of India's prominent manufacturing operations, this disconnect manifested as daily reconciliation cycles that stretched across departments, manual data extraction from plant historian systems, and floor managers spending more time compiling reports than managing production. Bottlenecks were discovered reactively — after the damage was done.<h2>What KOPL Intelligence Changed</h2>DSeT's EdgeBay Intelligence platform, deployed as KOPL Intelligence, approached this differently. Rather than building another dashboard layer on top of disconnected systems, EdgeBay created a unified intelligence layer that bridges SCADA, PLC, and sensor data with enterprise IT — in real time.The key architectural decision: run AI models inside the client's infrastructure, not in the cloud. Manufacturing environments often operate in low-connectivity or air-gapped conditions. A cloud-dependent solution would have been a non-starter. EdgeBay was built for the edge from day one.Three outcomes stood out immediately after deployment:<ul><li>Manual data reconciliation eliminated. What previously required dedicated staff hours is now automated. Real-time data flows from the plant floor to management dashboards without human intervention in the data pipeline.</li><li>AI-flagged production bottlenecks. Instead of discovering bottlenecks in the next shift meeting, floor managers now receive intelligent alerts the moment anomalies emerge. The system doesn't just monitor — it interprets.</li><li>Voice interface for floor operations. Perhaps the most operationally significant feature: floor managers can now query production status, maintenance schedules, and shift performance using a conversational interface. No terminal required. No training barrier.</li></ul><h2>Agentic AI vs. Dashboard AI</h2>The distinction that matters here isn't technical — it's philosophical. Most industrial AI deployments result in better dashboards. They show you more data, more clearly. EdgeBay was designed around a different premise: AI should act, not just alert.When a sensor reading crosses a threshold, the system doesn't just illuminate a red indicator. It cross-references historical patterns, assesses downstream impact, checks maintenance schedules, and surfaces a prioritised recommendation — all in seconds. This is what agentic execution looks like in an industrial context.<h2>What This Means for Indian Manufacturing</h2>India's manufacturing sector is at an inflection point. The push toward Industry 4.0, combined with competitive pressure from global supply chains, means the IT-OT integration challenge is no longer a future consideration — it's a present urgency. Operations that continue to run on manual reconciliation and reactive maintenance cycles will find themselves structurally disadvantaged.The KOPL Intelligence deployment demonstrates that this transformation doesn't require ripping out legacy systems or multi-year migration programmes. The right platform connects to existing SCADA, PLC, and DCS infrastructure and starts delivering intelligence within weeks.The IT-OT gap is a solvable problem. The tools exist. The question is whether your organisation is ready to close it.DSeT's EdgeBay Intelligence platform is purpose-built for industrial OT environments. To explore how it applies to your operations, book a strategic demo at dsetconsulting.com/contact.

How DSeT's EdgeBay Intelligence platform bridges the IT-OT gap in Indian manufacturing, enabling real-time plant intelligence and agentic AI execution.

Why the disconnect between shop-floor data and boardroom dashboards is costing Indian manufacturers billions — and how agentic AI is finally closing that gap.

Bridging the IT-OT Gap in Indian Manufacturing: How KOPL Intelligence Is Changing the Game

<img src="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2024/03/ee7dc73f-1dac-45d5-9073-de47ea878c96-1.png?resize=640%2C640&amp;ssl=1"> 💼 Today, as we mark International Women&rsquo;s Day and Maha Shivratri, let&rsquo;s infuse our journey with empowerment and the timeless wisdom of Shiva and Shakti! 🚀
🌸 International Women&rsquo;s Day is a tribute to the pioneering efforts of women in leveraging technology for transformation. It&rsquo;s about harnessing digital tools to break barriers, foster inclusivity, and propel us towards a future where every voice is amplified and every talent is cherished.
💫 Amidst digital evolution, Maha Shivratri beckons us to reflect on the profound fusion of masculine and feminine energies. Just as Shiva and Shakti unite in cosmic dance, women leaders embody the synergy of innovation and intuition, using technology with wisdom and empathy to drive meaningful change.
✨ So, as we honor these dual occasions, let&rsquo;s embrace our role as custodians of tech-enabled transformation. Let&rsquo;s champion diversity, nurture inclusivity, and pave the way for a future where every woman&rsquo;s leadership in harnessing technology is celebrated and empowered. Together, let&rsquo;s craft a narrative that&rsquo;s not just digitally transformative but spiritually enriching, ushering in an era of empowerment and progress! 💻🌈
#TechEnabledTransformation #WomenLeaders #Empowerment #ShivaShakti #Spirituality #Inclusion #TechInnovation #BreakBarriers #digitalbusinesstransformation #DSeTConsulting

Two celebrations, infinite inspiration for a woman leader driving tech-enabled transformation!

<figure class="wp-block-image size-large"><img class="wp-image-10069" src="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2024/02/04fd04cb-2ba2-474d-ad86-63ff6614404f-1.png?resize=591%2C1005&amp;ssl=1" sizes="(max-width: 591px) 100vw, 591px" srcset="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2024/02/04fd04cb-2ba2-474d-ad86-63ff6614404f-1.png?w=591&amp;ssl=1 591w, https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2024/02/04fd04cb-2ba2-474d-ad86-63ff6614404f-1.png?resize=176%2C300&amp;ssl=1 176w" width="591" height="1005" data-recalc-dims="1" data-attachment-id="10069" data-permalink="https://staging-5ba5-digitalbpm.wpcomstaging.com/2024/02/03/transforming-your-atom-business-to-hybrid/04fd04cb-2ba2-474d-ad86-63ff6614404f-1/" data-orig-file="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2024/02/04fd04cb-2ba2-474d-ad86-63ff6614404f-1.png?fit=591%2C1005&amp;ssl=1" data-orig-size="591,1005" data-comments-opened="1" data-image-meta="{&quot;aperture&quot;:&quot;0&quot;,&quot;credit&quot;:&quot;&quot;,&quot;camera&quot;:&quot;&quot;,&quot;caption&quot;:&quot;&quot;,&quot;created_timestamp&quot;:&quot;0&quot;,&quot;copyright&quot;:&quot;&quot;,&quot;focal_length&quot;:&quot;0&quot;,&quot;iso&quot;:&quot;0&quot;,&quot;shutter_speed&quot;:&quot;0&quot;,&quot;title&quot;:&quot;&quot;,&quot;orientation&quot;:&quot;0&quot;}" data-image-title="04fd04cb-2ba2-474d-ad86-63ff6614404f-1" data-image-description="" data-image-caption="" data-medium-file="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2024/02/04fd04cb-2ba2-474d-ad86-63ff6614404f-1.png?fit=176%2C300&amp;ssl=1" data-large-file="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2024/02/04fd04cb-2ba2-474d-ad86-63ff6614404f-1.png?fit=591%2C1005&amp;ssl=1"></figure>
Are you a conventional business or function constrained by manual processes? When your competitors talk about digital transformation aligning with Industry 4.0 Technologies, are you underperforming?
The following pointers may help:
Foster a culture of continuous learning within your organization, cultivating a mindset that thrives on innovation. Encourage curiosity and exploration to create an environment where employees are not just workers but active learners contributing to the organization&rsquo;s growth.
Forge ahead with digital transformation by securing strong leadership sponsorship and evangelism. Leaders should not only endorse but passionately champion the adoption of digital tools and strategies, setting the tone for the entire organization.
Select and implement platforms and applications strategically, recognizing their critical role in driving transformation and fostering innovation. Consider solutions that align with your business goals and empower your teams to reach new heights.
Establish seamless connections between IT and Business stakeholders, ensuring a collaborative environment for execution. Break down silos to enable a free flow of ideas, expertise, and feedback, enhancing the efficiency of your transformation initiatives.
Embrace decentralization of decision-making to transform your organization into a hyper-sensing entity. This approach allows your company to adapt swiftly to market trends and disruptions, turning challenges into opportunities through collective intelligence.
Recognize the uniqueness of your business in the digital realm. Craft a customized roadmap for your Digital Transformation and innovation journey, tailored to your specific needs and aspirations. One size does not fit all, and a well-crafted roadmap ensures a purposeful and effective transformation.
Now, considering Atom (Conventional) Businesses aspiring to grow, the essence lies in embracing Digital Transformation as a catalyst for that growth. It&rsquo;s not just about adopting digital tools; it&rsquo;s about a holistic shift in mindset and operations. Embrace change, empower your workforce, and leverage technology strategically to drive innovation and sustainable growth in the competitive digital landscape.

Transforming your Atom Business to Hybrid

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If you could live anywhere in the world, where would it be?
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<figure class="wp-block-image size-large"><img class="wp-image-9343" src="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2022/10/blog7.png?resize=640%2C457&amp;ssl=1" sizes="(max-width: 640px) 100vw, 640px" srcset="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2022/10/blog7.png?w=700&amp;ssl=1 700w, https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2022/10/blog7.png?resize=300%2C214&amp;ssl=1 300w, https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2022/10/blog7.png?resize=600%2C429&amp;ssl=1 600w" alt="" width="640" height="457" data-recalc-dims="1" data-attachment-id="9343" data-permalink="https://staging-5ba5-digitalbpm.wpcomstaging.com/2022/10/17/business-model-vs-business-plan/blog7/" data-orig-file="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2022/10/blog7.png?fit=700%2C500&amp;ssl=1" data-orig-size="700,500" data-comments-opened="1" data-image-meta="{&quot;aperture&quot;:&quot;0&quot;,&quot;credit&quot;:&quot;&quot;,&quot;camera&quot;:&quot;&quot;,&quot;caption&quot;:&quot;&quot;,&quot;created_timestamp&quot;:&quot;0&quot;,&quot;copyright&quot;:&quot;&quot;,&quot;focal_length&quot;:&quot;0&quot;,&quot;iso&quot;:&quot;0&quot;,&quot;shutter_speed&quot;:&quot;0&quot;,&quot;title&quot;:&quot;&quot;,&quot;orientation&quot;:&quot;0&quot;}" data-image-title="blog7" data-image-description="" data-image-caption="" data-medium-file="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2022/10/blog7.png?fit=300%2C214&amp;ssl=1" data-large-file="https://i0.wp.com/staging-5ba5-digitalbpm.wpcomstaging.com/wp-content/uploads/2022/10/blog7.png?fit=640%2C457&amp;ssl=1">
<figcaption class="wp-element-caption">DSeT mindset for growth</figcaption>
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God is omnipresent. His benign presence in every atom of the universe is to lead us in the path of brightness from the shallowness of darkness and ignorance. Every human being is blessed and empowered to achieve greater heights in health, wealth, skill sets and causes of social well-being.
Our own inhibitions, low self-esteem, negative thoughts, stress, habits, situations etc. often hinder us from achieving our potential and living a dream life. With global macroeconomic conditions, job losses have been pervasive. Job loss creates severe stress and trauma for many. With the loss of livelihood, increasing expenses and no immediate income avenues in sight &ndash; many of us suffer from insurmountable mental agony. Family and near and dear ones are affected as well.
If I could live anywhere in the world, it would be the smartphones, tablets, and laptops of every such person who I can inspire and mentor to deset for growth, prosperity and towards a fulfilling life. Digital defaults to our lives and being a digital nomad imparts me the scale and platform to influence and inspire with an execution-oriented program from wherever I am and whatever resources I have.
Our formal education, parents, friends, and relatives, most of them embroiled a thought of good grades, jobs and salvation. This forces us to be enslaved to a single source of income from salary alone. Entrepreneurial spirits are not taught, nurtured or harnessed to generate multiple sources of income. The danger of a single source of income, SALARY is obvious, especially when companies are under pressure due to a poor economy, toxic work culture, inefficient managers, orthodox leadership and many more such factors.
I live in people&rsquo;s devices and inspire, motivate and positively influence towards de-setting for growth in health, wealth, skills, income and social impact one can achieve from wherever they live and whatever resources they have. I dream of living as a digital nomad, living a passionate and fulfilling life while coaching and mentoring a million others to a higher energy, growth and spiritual trajectory.
Feel free to reach out for your DSeT journey with me!

Live in every smartphone to DSeT mindsets for growth

Digital Transformation has remained a global executive priority over the last decade.&nbsp;<a href="https://unctad.org/news/blog-what-industry-40-and-what-will-it-mean-developing-countries#:~:text=Industry%204.0%20refers%20to%20the,%2C%20energy%20efficiency%2C%20and%20sustainability." target="_blank" rel="noreferrer noopener">Industry 4.0</a>&nbsp;revolution, also called 4IR has envisioned closer physical and digital capabilities and their intertwined coexistence that can transform businesses in a VUCA (Volatility, Uncertainty, Complexity and Ambiguity) world. A plethora of such proven digital technologies as&nbsp;<a href="https://www.investopedia.com/terms/c/cloud-computing.asp" target="_blank" rel="noreferrer noopener">cloud computing</a>,&nbsp;<a href="https://www.techopedia.com/definition/190/artificial-intelligence-ai" target="_blank" rel="noreferrer noopener">artificial intelligence</a>,&nbsp;<a href="https://www.investopedia.com/terms/q/quantum-computing.asp">quantum computing</a>,&nbsp;<a href="https://www.ibm.com/topics/what-is-a-digital-twin" target="_blank" rel="noreferrer noopener">digital twins</a>,&nbsp;<a href="https://www.techtarget.com/whatis/definition/augmented-reality-AR" target="_blank" rel="noreferrer noopener">augmented reality</a>,&nbsp;<a href="https://www.britannica.com/technology/virtual-reality" target="_blank" rel="noreferrer noopener">virtual reality</a>,&nbsp;<a href="https://www.oracle.com/in/internet-of-things/what-is-iot/" target="_blank" rel="noreferrer noopener">internet of things</a>,&nbsp;<a href="https://www.investopedia.com/terms/b/blockchain.asp" target="_blank" rel="noreferrer noopener">blockchain</a>, low code no code platforms, business analytics, meta verse, robotic process automation etc. created bountiful of opportunities in the marketplace.
Integrated digital marketing campaigns, advanced analytics, design thinking led personalised &ndash; journeys, products, services and channels, nimble and learning organisation structure, digital processes encompassing such digital capabilities and revamped ways of working, change management, and agile program management &ndash; form part of the consultative orchestration and&nbsp;co-creation&nbsp;of the strategic roadmap for a large digital transformation exercise.
Digital native firms and conventional businesses have embraced the digital transformation journey, irrespective of their current state of maturity. While digital technologies enable innovation, customer journey-centric business models underpinned by human desirability, business viability, and resource feasibility are crucial for innovation and for the success of digital transformation initiatives. Unflinching support from the leadership, clarity of vision, strategy and strategic objectives; suitable organisation structure often decentralised and empowering with defined measurement criteria e.g., balance scorecard including metrics on digital transformation benefits, building people capabilities through innovation and incubations labs, hackathons and similar organic means, percolating a culture that fosters both disruptive and incremental innovation at scale harbinger a successful digital transformation journey.&nbsp;
A successful digital transformation vision cuts across organisation silos, embracing the value chain, value streams, and key functions like finance, human resource, marketing, information technology, supply chain et al. The hyper-sensing and learning organisation thus do not shy away from reimagining its business canvases breeding new core competencies, and expanding markets, customers and streams of revenues. Once an online retailer, Amazon today is the market leader in cloud computing through the Amazon Web Services (AWS) platform, a distinctly different line of business.&nbsp;
<a href="https://www.interaction-design.org/literature/article/what-is-design-thinking-and-why-is-it-so-popular" target="_blank" rel="noreferrer noopener">Design thinking</a>&nbsp;based products, services, channels, touch-points, processes and organisation design and methodically embedding that in customer journeys is an art and science of significant proposition. This creates personalised products, services, ambience, touch-points, channels etc. holistically enriching customer experience. Starbucks&rsquo; convolution from a coffee and snack retailer to an ambience marketing organisation that hears customers&rsquo; feedback by engaging fans, customers and communities through its digital channels, and continually revamping its ambience, product and service design, digital features and capabilities is an apt case in point where open innovation preceded digital technology related prowess.
Conventional sectors like manufacturing, retail, supply chain, banking and financial services, telecom, etc. revamped their offerings, and way of working and rapidly embraced digital at scale. In the Indian context, call taxi provider, Ola owing to disruption by ride-share providers has developed a ride-share platform and now gearing up to multiple offerings like food and grocery delivery, payments etc. A conglomerate business like the Tata group has come up with Tata&nbsp;Neu, a super app that touches various facets of an individual&rsquo;s lifestyle and journeys.
In the retrospect, a few renowned global companies like Kodak, Blackberry, Blockbuster, and Nokia could barely sustain themselves sans the capability to hyper-sense opportunities and disruptions in the marketplace. For example, Kodak though has been privy to digital camera technology, resisted seizing the opportunity, wary about the impact on its then profitable camera rills business. Blockbuster declined the Netflix deal to collaborate on the video streaming segment, probably owing to its complacency, related to its market leadership in the DVD rental business. Lack of clarity of vision, and strategy, internal resistance to&nbsp;digitalisation, lack of executive buy-ins, ineffective change planning, and centralised decision-making are some of the hindrances to a successful digital transformation.
Digital native firms like Google, Amazon, Netflix, Apple, LinkedIn and Facebook (GANALF) have revolutionised their respective business models and set new benchmarks of innovation. While the business models of these large tech firms remained undisputed, lucrative and plausibly insinuated from challenges by far, now stressed. ChatGPT, though a nascent openAI based platform, looks at the search from reinforced learning algorithms, natural language processing chatbots perspective, which is different from Google&rsquo;s MUM (Multitask Unified Model) and other AI-based integrated search ranking algorithms. While Google has NLP know-how, only time will if this is a missed opportunity for Google!
Banking, financial services and the insurance sector witnessed a paradigm shift in how customers consume banking. Be it retail, small businesses, a family office-based wealth management or corporate banking, lending or payments &ndash; the entire value chain has embraced reimagined ways of devising banking products, services and channels. Arguably PhonePe, Paytm and the likes of UPI payment apps garner more transaction volume than any large bank. Younger customers and prospective customers are digitally savvy and often look for alternative asset classes like cryptocurrencies, concerned with sustainability and hence green bonds or alike products. More and more banks are transforming their core systems from a monolithic architecture to open ecosystem-based architecture; making banking more invisible and embedded across customer lifestyle journeys. Differentiated and AI-enabled credit appraisal creates more social inclusion as people and small businesses are getting funding in spite of their lack of credit history. DBS, the world&rsquo;s best bank has continually made banking more invisible thanks to its successful digital transformation program.
We are at a point of inflexion from a people capability point as the requirement of global firms fast-evolving with the market need. About 60-70% of an individual&rsquo;s job description changes over a decade of time, entailing emphasis on continual learning and skills enhancement. Industry 5.0, built upon the industry 4.0 concepts, envision a workplace where humans work with their digital counterparts like robots. Ensuing COVID-19 pandemic has proven the virtual collaborative hybrid workplace, productivity and global endorsements of such a digital-physical ecosystem.As professionals, the resilient and adaptive ones with complex cognitive problem-solving capabilities are in need of the market, who potentially morph as a centaur in the industry 5.0 era!

Digital Transformation in a VUCA world

Business model innovation due to regulatory changes, technology changes, sustainability, a balance between globalisation and hyper localisation et al remained in focus over the last decade. Global macroeconomic factors, embracing new ways of working due to the COVID-19 pandemic, capturing growth markets, better product and service offerings etc. are other key motivations to relook at business models. A business model forms a central artefact that a firm can share with the external world, can be fast to complete, provides a holistic business view, focus on value proposition and provides a structure for ideation.
A winning business model creates a virtuous cycle of value creation and value capture; and is tested in tandem with the business models of competitors and partners of the firm. For example, Boeing 747 enjoyed a monopoly in the market. Airbus has realigned its business model with Airbus 380 and was successful in competing in small and medium category commercial carriers as well. This business model not only boosted Airbus&rsquo; profitability but dented Boeing&rsquo;s business model. Boeing&rsquo;s effort to come up with a stretch of 747 dented the market share of the 747 lines itself.
A value chain model focuses on customer experience by shaping products and services more viable and desirable for customers and how to generate savings for customers by focusing on the critical path of product and service design through to sales and marketing of the same.
A business model captures executive decisions and choices to make the business viable whereas a value chain model makes better customer and savings.

Business model vs. value chain

AI can be applied to decision-making using data through the building, training and deployment of AI models to the production environment.
A typical AI model deployment process for decision is an understanding of the business domain coupled with the understanding of data, followed by the preparation of data for building AI model(s), training and evaluation of the model(s) and deployment.&nbsp;
Creating&nbsp;<a href="https://restfulapi.net/">REST APIs</a>&nbsp;using Flask Webserver, Dockers to reuse the AI models, Kubernetes orchestration platform that enables fault tolerance, auto-scaling, load balancing, rolling service updates among others, model monitoring &amp; recalibration for concept drift, data drift and assessing the model to decide recalibration need &ndash; are other essential elements of how AI can be used for decision making using data in the context of digital transformation.
Most of the cloud services providers viz.&nbsp;<a href="https://cloud.google.com/">GCP</a>,&nbsp;<a href="https://aws.amazon.com/">AWS</a>, and&nbsp;<a href="https://azure.microsoft.com/en-in/">Microsoft Azure</a>&nbsp;have AI services built-in on their offerings and can be used on a pay-as-you-go model. But then building a robust and resilient data pipeline is crucial as multiple compliance and regulations around data privacy and cloud administration are in place by respective authorities that one needs to consider for a successful AI strategy formulation.
While AI-based DevSecOps, and multiple COTS products on the same are available,&nbsp;<a href="https://www.nic.in/blogs/understanding-low-code-no-code-lcnc-platforms/">LCNC</a>&nbsp;platforms like&nbsp;<a href="http://pega.com/">Pega</a>&nbsp;have built-in AI decision engines into their platforms that could be leveraged in SaaS or PaaS models depending on the specific customer&rsquo;s need.
How does AI help in decision-making:
A decision may be categorized as simple, complicated, complex or chaotic. Based on the type of decision an AI model assesses, it aids a human decision-maker or supports a decision or augments the human knowledge and capability using predictive and prescriptive analysis. Mostly for simple decisions, may AI decides autonomously, but nevertheless, human intervention is planned for handling exceptions and errors in the decision.&nbsp;
Few use cases like payroll processing that is simple and predictable with less margin of error may be left to AI for decision automation.&nbsp;
A transaction monitoring system in a bank, where erroneous transactions can be classified based on a classification and regression or any other supervised machine learning model for a human analyst to pick high probability fraud transaction &ndash; is AI-based decision augmentation.&nbsp;
Complex decisions like a diagnosis of say mouth cancer based on multiple image analysis and historical medical data analysis of patients using AI is a decision support and here finally a doctor decides whether a case is positive or not.

AI in decision-making

A business model is a crisp and structured outline of the business proposal on how to create and capture value. This is a short and less time-consuming strategy artefact that is put to test and evolved.
A business plan is a detailed artefact capturing tactics and proposals to gain business matching to the business model &ndash; primarily meant to woo investment. A business model is created before a business plan and is referred back for detailed business plan creation.
The main components of a business model define the key elements for doing business like partners, customers, cost, revenue, value proposition etc. that are more scalable than rigidly fixed. The key ingredients of a business plan are three to five years of revenue projections.

Business Model vs. Business Plan

Digital Transformation is the careful orchestration of an ecosystem that enables an organisation to innovate at scale keeping pace with its current and future business objectives, aided by such digital technologies as cloud, big data, low code no code platforms, intelligent automation, block chain, distributed ledger, virtual &amp; augmented reality, AI &amp; ML, digital twins, IoT, sentient virtual assistants, chatbots, APIs, microservices etc. Human-centred, designing thinking-based customer journeys take centre stage in business and operations design which lead the strategic priorities. An inside-out culture that fosters digital at the core, and promotes disruptive innovations is quintessential to sustaining digital transformation.
A successful digital transformation boost productivity and profitability, make the brand competitive, improve product and services offerings, place the customer experience at the centre, prepare the technology backbone for digital disruptions, help in attracting and retaining talent, make the organisation agile and nimble and thereby preempt competition from the incumbent and new players.
Available proven digital technologies in the market, opportunities to insource, the disruption forced by the pandemic, market opportunities, entry of newer players with digital innovation, and global macro factors make this the right inflexion point for embarking on digital transformation.

What is Digital Transformation

<a href="https://about.google/intl/en/products/" target="_blank" rel="noreferrer noopener">Google</a>,&nbsp;<a href="https://www.aboutamazon.com/our-company" target="_blank" rel="noreferrer noopener">Amazon</a>,&nbsp;<a href="https://media.netflix.com/en/about-netflix" target="_blank" rel="noreferrer noopener">Netflix</a>,&nbsp;<a href="https://investor.apple.com/investor-relations/default.aspx" target="_blank" rel="noreferrer noopener">Apple</a>,&nbsp;<a href="https://about.linkedin.com/" target="_blank" rel="noreferrer noopener">LinkedIn</a>,&nbsp;<a href="https://about.fb.com/" target="_blank" rel="noreferrer noopener">Facebook</a>,&nbsp;<a href="https://about.twitter.com/en_us/company.html" target="_blank" rel="noreferrer noopener">Twitter</a>&nbsp;are at the forefront of digital innovation. Numerous other corporations aspire to transform at such speed and scale apropos to these great innovators. Fear of losing to competition, realizing an enviable leadership position, and customer-centric approach &ndash; drive digital innovation.
<a href="https://marketoonist.com/2020/02/digitaltransformationmeaning.html" target="_blank" rel="noreferrer noopener">Digital transformation</a>&nbsp;is meant to achieve business growth. Leadership support to digital innovation coupled with concrete actions, alignment with business strategy and initiatives to align organizational culture that is doted to embrace digital as the default to the core while shedding the fear of the unknown-technologies are harbingers of embarking a successful digital transformation journey that some executives have embraced.
Strong inspiration to corroborate a strategic vision to achieve more than what an organization doing at a point in time and determination to adopt digital transformation as a means to achieve more is foundational to digital success saga. While most of the large organizations are in a quasi-static state of a business strategy revamp &ndash; the digital innovation program follows the business strategy parlance to build capabilities across projects or teams. Evidence of such disruptive innovation often results in diversification in offerings that reshapes the competitive landscape, e.g., Amazon&rsquo;s diversification and offering on-demand cloud services through Amazon Web Services can arguably one such example to ponder about, where a retailer has matured to provide digital services in cloud space that typically should have come from one of the IT giants.
Leadership initiatives to bring mindset shift from black-box psychosis towards otherwise arcane digital technologies to a soothing collaborative mode of working alongside such digital technologies to achieve an inspiring corporate vision can ensure the success of digital innovation.
The success of digital transformation depends on the&nbsp;<a href="https://hbr.org/sponsored/2020/01/if-you-want-your-digital-transformation-to-succeed-align-your-operating-model-to-your-strategy" target="_blank" rel="noreferrer noopener">alignment of business operating models to the strategy.</a>&nbsp;Prioritization of capabilities, tailored metrics, and a seamless value chain entail a resounding digital vision that is planned to succeed.
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<td>#</td>
<td>Component of Digital Transformation</td>
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<td>1</td>
<td>The&nbsp;Strategy embraces digital transformation&nbsp;as a means</td>
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<td>2</td>
<td>Business Models&nbsp;aligned to support the digital transformation</td>
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<td>3</td>
<td>Building capabilities&nbsp;based on importance, urgency and value proposition</td>
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<td>4</td>
<td>Organizational culture&nbsp;change initiatives to embrace digital innovation</td>
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<figcaption>Components of Digital BPM &ndash; Digital Transformation</figcaption>
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Nevertheless, the order of prioritization of components of digital transformation may have bearing on the effectiveness of the digital transformation and should be prioritized based on the need of the organization.
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Digital transformation is not just about back-office process automation – key components of digital BPM

Digital is the default to the core!
Digital technology trends in tandem with business strategies are bringing paradigm sea change and swiftly causing the industrial revolution for real. Such digital trends as Artificial Intelligence, Internet of Things, Machine learning, Cloud Computing, Virtual Reality, Robotic Process Automation, Chatbots, Blockchain, 3D Printing, DevOps, Data marts, Business intelligence, Edge computing, Low code platforms among others are at the forefront of this industrial revolution. Digital products platforms are scrambling innovations and throwing out of the box features in embellishing the digital disruptions thereby making smarter and easy to implement solutions; able to serve more and more business objectives under a framework with revamped functionalities and performance.
Successful strategies for digital transformation are devised keeping technology, customer experience and building capabilities at the core. An increasing number of Businesses are shedding their forbearance and experimenting with start-ups to bring a cultural shift to embrace innovative digitization around people, processes and technology. This heuristic approach in adopting digital modernization by major firms peters out conventional Business Process Management parlance or necessitates infusion of fresh prowess around: BPM maturity models and measurement criteria &ndash; key performance indicators.
Building the critical mass of resources for digital BPM success requires a fine balance between tech-savvy resources and resources that are just familial with modern digital technologies and product platforms.
Digital BPM attempts to harness a variety of thoughts that are intertwined digital and business strategies underpinning disruptive technology trends, events, processes, people, and the zeitgeist.
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Good company in a journey makes the way seem shorter. &mdash; Izaak Walton
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Intelligence from the Platform Team.