Digital Transformation Strategy for an Energy Subsidiary

Client:

A subsidiary of a large vertically integrated O&G company undergoing a corporate-wide digital transformation program.

Challenge:

The client was part of a global initiative to digitize operations across all divisions. However, many core processes were highly customized and not compatible with off-the-shelf software solutions. The challenge was to define a practical digital strategy that maximized business value while controlling time-to-market and development costs.

Approach:

• Conducted design thinking workshops with client experts to map pain points and innovation opportunities.

• Built a long-list of digital tools and products needed to enable core business processes.

• For each product, defined key features, technical requirements, and expected value contribution.

• Developed a prioritized implementation roadmap, balancing impact, complexity, and investment.

Impact:

• Delivered a clear, actionable digital transformation roadmap covering product concepts, sequencing, and development priorities.

• Enabled the client to allocate resources efficiently and secure executive buy-in for custom solution development.

• Established a framework for scaling digital initiatives across other subsidiaries.