What working closely with our clients taught us about transformation.
Why we took the time to rethink how we support them.
A note from our leadership.
Over the past few years, I have had countless conversations with clients across industries and markets. Different contexts, different challenges, different levels of maturity, yet a very similar feeling keeps coming back.
Transformation is happening everywhere, but it often feels harder than it should. Teams are delivering, initiatives are moving, technology is evolving, and still, progress feels fragmented. Not because people lack skills or commitment, but because transformation has become difficult to read, difficult to prioritise, and difficult to steer.
As one client told me recently, “We are doing a lot, but we are not always sure we are doing the right things, in the right order.”
That sentence stayed with me.
For a long time, transformation challenges were mostly execution challenges. Organisations needed help delivering faster, accessing the right expertise, or scaling their teams. Today, that is no longer the core issue we see. Most organisations we work with know how to execute. They can modernise parts of their systems, build digital platforms, and automate processes. The challenge has shifted.
What is missing is coherence.
Too many initiatives running in parallel, each with good intentions. Too many partners solving isolated problems. Too many decisions taken locally without a shared view of the bigger picture. As a result, teams spend more time aligning than moving forward, and leadership struggles to maintain a clear sense of direction.
I often say that transformation has not become more complex, but less readable.
Working closely with our clients over time, a few patterns have become impossible to ignore. Modernisation efforts without a clear next step tend to stall. Digital products built on fragile foundations struggle to scale. Automation initiatives that are not supported by reliable data may create speed, but they also introduce risk. Each initiative makes sense on its own, but together they lack structure.
What our clients are really asking for is not more solutions. They are asking for clarity.
Clarity on where they stand today. Clarity on what really matters now. And clarity on what should come next, without trying to do everything at once.
Internally, this led us to an important realisation. We were already addressing these challenges on the ground, but the way we presented our support was not helping our clients see the full picture. We spoke in expertises, while our clients were thinking in journeys. We spoke in services, while they were looking for direction.
At some point, it became clear that the way we structured our offer was adding complexity instead of reducing it.
That is why we decided to take a step back. Not to reinvent what we do, but to make it more readable, more intentional, and more aligned with how transformation actually unfolds in real organisations.
This is how We+ Modernize, We+ Build, and We+ Automate came to life. Not as new services, but as a clearer way to express a logic we have been applying for years.
Modernize is about regaining control over foundations: infrastructure, cloud, data, security. Build is about creating digital platforms and products that can evolve over time. Automate is about improving operational performance by combining automation, data, and AI in a controlled and measurable way.
The order is not accidental.
Without strong foundations, building becomes fragile. Without a product mindset, automation becomes chaotic. And without visibility and trusted data, performance cannot be steered with confidence.
What this change really means for our clients is simple. It is not about packaging or rebranding. It is about making conversations easier, helping teams set priorities, and supporting leaders in making better decisions at the right moment.
Our role is not to push organisations to move faster at all costs. It is to help them move forward with clarity and confidence. Sometimes that means modernising first. Sometimes it means building. Sometimes it means automating. And sometimes, it means choosing to wait.
Transformation will continue to evolve. New technologies will emerge, expectations will rise, and complexity will not disappear. What will remain essential is the ability to see clearly, decide calmly, and progress intentionally.
This is what guided us in structuring our approach this way, and this is what continues to guide how we work with our clients every day.
If this clearer way of expressing our support helps our clients move forward with more confidence, then it has achieved its purpose.