Practice what you preach
Digital is impacting every industry yet many consulting methodologies are stuck in a
pre-digital era. Consultants must practice what they preach to enhance delivery
outputs for their clients
Authors
Paschalis Athanasiadis
Patrycja Schaefer
1

Contents
Foreword
Executive Summary
Project Management
Business Analysis and Research
Reporting
Conclusion
Notes
Contact
An iBe TSE Ltd Digital Transformation Paper 2

Foreword
Welcome to this iBe Digital Transformation white paper – the first in a series of
insights into the impact disruptive technologies will have on financial and
professional services firms.
In a series of research papers and opinion pieces, we will be seeking to demonstrate
that every company will need to reimagine their business models in the digital world.
They will action changes and enhancements on the insights they extract while using
new technologies and analytics tools. This paper presents iBe’s vision for the future
of delivery engagement projects within financial services, for the consulting sector.
We advocate “practice what you preach” as we understand that in order to
demonstrate a real digital offering for our clients we have to embrace digital
disruption ourselves.
We thank you for your interest and welcome your thoughts on the topic.
Francesco Scarnera
Chief Executive Officer, iBe
3An iBe TSE Ltd Digital Transformation Paper

Executive Summary
Digital is persistent, ubiquitous and affects every industry and business. This means that all organisations
need to understand the impact digital will have on their products, services, infrastructure and critically,
their business model and organisational structures. We are living in an age which is naturally mobile,
collaborative and hyper connected.
This paper seeks to predict the impact that digital innovation will have on the core consulting
competencies needed to deliver large scale transformation projects with a fixed timescale. It suggests
tools and techniques that can accelerate these skills, thus improving client outputs. The three core
consulting competencies addressed are:
1. Project Management
2. Business Analysis & Research
3. Reporting
We will look at how project management can become more effective and less costly using virtual teams,
geo-resourcing and through exploiting digital tools that consultants can use in their day to day lives. Big
data has expanded the pool for business analysis and research and we consider how intelligent virtual
assistants can help filter and categorise real time updates. Digital media channels and graphic
programmes will simplify the reporting process, and we will look at how to turn a work in progress
report into a dashboard or gamified portal. And that’s just the beginning. New technologies are being
released by the day and so it is impossible not to consider digital as a key pillar of the change agenda.
An iBe TSE Ltd Digital Transformation Paper 4

Project Management
An iBe TSE Ltd Digital Transformation Paper 5

Managing projects in the digital era is messy
and chaotic. Growing client expectations,
continuous proliferation of data, a rise in the
number of influencers and changing team
dynamics all add to this anarchy. Digital
solutions help embrace this revolution and
deliver the best possible results for clients as
they help consultants to anticipate, identify
and react quickly. Tools such as data-secure
dynamic dashboards and internal databases,
will help reduce project cost and time, while
achieving superior, long-lasting results.
Processes involved in project management
are increasingly transparent and agile, but
only 19% of project managers acknowledge
agile techniques as decisive for project
success.1 This is surprising given that 65% of
agile organisations complete their project on
time compared with 40% of organisations
with lower levels of agility.2 Clients want to
know the progress and results of a project in
real-time. They want quick updates on
achievements and a focus on return of
investment and commitment. In order to
meet these expectations:
1. A fail-fast rather than slow-death
approach must be championed
2. Virtual teams must be put in place
whenever possible
3. Internal reporting must facilitate the
process of running chain tasks
4. Security measures should be put in place
to protect all parties
Strict regulatory and audit environments in
financial services firms require consultants to
prioritise security and risk management when
considering instruments proposed by policy-
makers and other stakeholders. Digital
changes within the security and risk
management environment are initiated by
leaders in the field, but laggards are pushed
by regulators and auditors. Accounting for
regulatory demands and keeping up to date
with their forecasts will help consultants
improve not only short, but also medium and
long-term results.
Outcomes of projects managed by consulting
firms will be evaluated for several years after
their completion. This is an opportunity for
consulting firms as it allows them to learn
and develop from project to project. It is
necessary for the industry’s growth to
espouse digital advancement, embody the
values that are passed on to clients and carry
out detailed benefits realisation processes. It
also ensures that companies have a clear
audit trail.
Projects will be managed using an
integrated platform to make project delivery
more effective, efficient and seamless
6An iBe TSE Ltd Digital Transformation Paper

7An iBe TSE Ltd Digital Transformation Paper
Two thirds of people now own a
smartphone, using it for nearly two hours
every day to browse the internet, access
social media, bank and shop online
Ownership
For the first time, the smartphone has
overtaken the laptop as the device
internet users say is the most important
for connecting to the internet
Internet
The smartphone remains primarily a
communications device with 72% of the
time spent on a smartphone spent on
communications activities
Communication
66% 42
72%
33%
Source: Ofcom 2015 Communications Market Report

The death of ping-pong email messaging
Sending emails to communicate the latest
updates will become a thing of the past.
Multiple client project teams, numerous
email distribution lists and an endless
number of group outlook calendar invites
makes the process of adding new people in
to activities tiresome. On top of that, emails
can go to wrong person or bounce back. As
for editing documents via e-mail
correspondence, once more than five emails
have gone back and forth to more than three
people, tracking the conversation becomes
hard to manage.
According to Gartner, by 2018, 50% of team
coordination and communication will occur
via mobile group collaboration apps. Savvy
project managers will adopt tools such as
Slack, Yammer and Salesforce Chatter. This
enables quick conversations between
colleagues and separate chatrooms for each
team on client site.3
Geo-resourcing and virtual worlds will
help govern dispersed teams
Managing a project is increasingly complex,
with geographically dispersed teams, multiple
vendors and suppliers to manage, increased
complexity of tasks, and growing client
expectations. Digital solutions can help
forward-looking consulting firms tackle these
challenges, and enhance their work.
According to Ofcom, there was a 34%
increase in the number of adults using
tablets and a 36% rise in the number of
adults using smartphones from 2010-2014.
This indicates that mobile technology is
become a part of our everyday lives.4
Consultants should strive for an environment
in which the manager receives updates on
team progress in real-time - on their phone
or computer, without having to spend time
trying to reach them. Management
techniques should include cloud synergic
collaborative tools to track progress reports,
deliverables and workflow. An example of a
tool is ElecoSoft’s Site Progress Mobile
which allows project managers to update
their projects on the go.5 It is also important
to consider tools that can be translated into
multiple languages to ease communication
between different teams.
8An iBe TSE Ltd Digital Transformation Paper
According to Gartner, by 2018, 50% of
team coordination and communication will
occur via mobile group collaboration apps

Most of us reach for a mobile device immediately on waking, not just to switch off the alarm but to
check Whatsapp notifications, text messages and to make sure there are no urgent work emails. In
fact, we check our devices hundreds of times a day and take it with us everywhere.
For personal communication, people like to use Whatsapp, text messaging or Skype as these tools
are instantaneous. However, the majority of us prefer having separate personal and professional
communication channels. The problem is that emailing can sometimes appear too formal and can
create long logs, which can become difficult to search.
Slack is a great tool as it allows users to streamline communication, have quick conversations and
use separate chatrooms for each team on client site. Slack is available on mobile and tablets making
it easy to access from personal phones. It is intuitive like other messaging apps and helps connect
with colleagues in an informal way.
www.slack.com
9An iBe TSE Ltd Digital Transformation Paper

A resourcing platform with a database of
specific skills and individual strengths can be
used to put together a team that has the
highest potential to meet and exceed client
expectations. Team members can be sourced
from within and outside the firm, raising
competitiveness and driving efficiency within
the sector.
Digital tools such as these will ensure that
roles within teams are clear-cut. It will be
immediately evident whether a team
member’s presence on client site is
necessary, reducing the overall budget for
the project. That will in turn call for platforms
that enable remote team work. Virtual teams
need to know how tasks are divided and
how they are interdependent, to be able to
follow the task chain and communicate
through digital channels. An understanding
of the structures and processes will facilitate
remote cooperation. Team building has to be
part of the process too, as human
interactions remain at the core of team-
work, virtual or not. These exercises can be
done online, through social media platforms
and other telecommunications software
applications.6
Digital tools will allow the storage and
exchange of data, from paperwork to
recordings of interviews online, and instant
access when needed. This feature will be
indispensable in project management, as the
industry’s pace increases exponentially.
Being able to go back to any given step of
the project will become a guarantee of the
project team’s activity, and will help ensure
that client requirements align with team
goals, roles, and tasks.7 A data-secure
dynamic dashboard could become the
centrepiece of a team’s activity, and allow for
seamless collaboration despite geographic
distance.
10An iBe TSE Ltd Digital Transformation Paper
State-of-the-art tools will enable consulting
teams to hyper-customise resourcing
requirements with project needs

Bringing lifestyle tools to the workplace
Consulting companies must remember that
the people they hire may also belong to
Generation Y, and have particular
expectations and new working styles. 8 Their
digital tools run in the background, as an
intuitive, natural extension or upgrade of
their day to day activities. 9
Allowing a team to incorporate everyday
digital tools including social media into
working activities can be beneficial as they
lead to better communication and
collaboration between team members.
Blocking or prohibiting the use of such
platforms at work may create a toxic and
lethargic work environment. To prevent that,
consulting companies should encourage their
use in a creative, yet professional way that
strengthens work dynamic and generates
results. For instance, tools such as Twitter
allow individuals to follow and gain bitesize
information from strategic industry bodies,
news channels and follow key influencers.
Personal interests can also be useful in the
consulting creative process. After all, that is
the reason why diversity is valued so highly
in the industry.
11
Working remotely can be further enhanced
by allowing employees to monitor their
colleagues’ activity, thus inspiring
productivity. Beneficial changes can and
should come from within, particularly in flat-
structured firms where adaptability and
responsiveness to the changing environment
are essential boons.10
An iBe TSE Ltd Digital Transformation Paper
Allowing a team to incorporate everyday
digital tools into working activities can lead
to better communication and collaboration

Heightened data security will guarantee
smooth project running
In terms of data protection, both consulting
firms and their clients will have to be ahead
of the game, especially those who work in
the financial services.11 Exchanging data will
remain crucial for a project’s success, but
expanding teams and working remotely will
require a focus on security. Depending on
the data, three safety tiers need to be
distinguished: Tier III relates to software-
based methods that are cost-conscious,
while Tier II uses Trusted Nodes for key
distribution and conventional data
encryption. The most secure, Tier I is
currently only used by the military and
governments.12 However, as such
technology advances become universally
available, data security will become an
essential for client engagements. Being able
to determine which data should be protected
at each tier can secure client interests while
at the same time cutting costs for the
project.
Consulting companies will stay abreast of
regulatory demands to deliver quality to
their clients
New entrants from non regulated industries
are enabled by digital and are a force of
change for the sector. To face the numerous
challenges of the dynamic and evolving
consulting sector, traditional firms must first
of all take account of regulatory demands
and changes in the audit environment.
The European Commission’s Digital Agenda
for Europe is already partially agreed. It will
influence the outcome of the Transatlantic
Trade and Investment Partnership, and the
EU member states’ governments.13 Other
multi-stakeholder initiatives are also being
taken and should be monitored closely:
World Economic Forum’s Disruptive
Innovation Project14, OECD Digital Economy
Outlook15, World Bank’s report on
Harnessing Digital Trade for
Competitiveness and Development16, to
name a few. Government plans and
international agreements in this regard are
available to the public, and transparent. This
helps determine short, medium and long-
term goals and economic, sector specific and
even project specific levels.
12An iBe TSE Ltd Digital Transformation Paper
Data security will become a prerequisite for
client engagements

Business Analysis and Research
An iBe TSE Ltd Digital Transformation Paper 13

The way of conducting analysis and research
will change rapidly in the following years due
to the developing digital environment.
According to Internet Live Stats, there are
more than 3.5 billion searches per day, which
adds up to more than 1.2 trillion searches
annually.17 On top of this, statistics show
that “more than 8,000 articles are published
every year in more than 170 journals under
the management field”18 creating the
opportunity for better business insights but
also causing information overload. Big data is
increasing rapidly, which makes it even more
difficult to manage information. However,
tools such as Elsevier allow readers to
determine the credibility of a source by
measuring the number of citations and the
journal impact factor, while taking into
consideration data a company may already
have in-house.19 There is a clear necessity to
soften the data explosion and realise the full
potential of the data and information
produced. As a result, the digital era presents
a great opportunity to help analysis and
research activities adapt to the new
environment. By using digital tools, analysis
and research will become more efficient and
precise, as it will be easier to gather, filter,
analyse and collate data almost
instantaneously and much more accurately
than it is possible nowadays.
Clients look to maximise their value for
money and find innovative solutions to get
ahead in their industry.
The need for competitive advantage is
becoming more important than ever, as non-
traditional players enter the market.
Businesses need to build real-time and
predictive information capabilities and
knowledge in order to compete successfully.
Consulting companies have a great
opportunity to change and adapt to the new
environment by investing in digital tools that
will allow them to find, relate and analyse
accurate and unique information. Companies
that resist the digital revolution, will
eventually be overtaken by forward-thinking
innovators and those more open to change.
Consultants use statistical programs for
qualitative and quantitative research. They
spend several days finding and analysing
data. Thousands of surveys are being sent
off, interview notes are taken manually and a
great amount of time is spent compiling and
analysing information. Technology has
reduced the cost and constraints for analysis
and research and it has provided an
opportunity for start ups / fintechs to
innovate and provide low cost and smart
solutions. Innovators will take advantage of
these issues to make analysis and research a
smarter, convenient and user-friendly tool.20
Credible public and on-demand sources,
intelligent virtual personal assistants and
internal digital databases will revolutionise
analysis and research, make activities less
time-consuming, more accurate and most
importantly hyper-insightful.
Analytical and research skills will be
disrupted by digital tools and provide more
in-depth data in a shorter space of time
14An iBe TSE Ltd Digital Transformation Paper

Consultants will implement state-of-the-
art research techniques
The consulting industry is fast-paced and
consultants tend to work long hours on a
daily basis. To remain a part of the industry,
and to not be overtaken by the new, young
pool of clients and competitors, projects
have to be managed at the speed of modern
generations. From initial design to final
delivery, everything has to occur in a nimble
and agile way.
While consultants are experts at co-
ordinating contributions from various
sources, crowdsourcing has created a culture
of mass-participation. Digital tools such as
Wazoku Idea Spotlight allow organisations to
create a central hub for ideas, innovation and
feedback. This can then be referred to avoid
reinventing the wheel for solutions.21
New solutions should be pre-filtered from a
database of reliable and credible sources,
narrowed down to successful outcomes in
comparable client projects, and then applied
to the current project in the most cost and
energy efficient fashion. Long research is a
thing of the past. In digital, the answers are
already out there, and only need to be
adapted to the circumstances; the sheer
number of digital start-ups is clear evidence.
This allows for failing faster than ever before,
at a lower cost, and less frequently.22
Predictive analytics is another field for
improvement in project management.
Through digital, it can help reach more
credible results sooner, using secure data,
while focusing on the end goal, and client
expectations. Using digital databases
consultancies can analyse a wider range of
possible outcomes, narrowing them down to
the most odds-on.23
15An iBe TSE Ltd Digital Transformation Paper
Long research is a thing of the past. In
digital, the answers are already out there

Credible public and on-demand sources
will expedite and simplify analysis and
research activities
Public and on-demand market research
databases are fundamental to the delivery
phase of a consulting project. Consultants
spend days searching and reading hundreds
of documents and articles in market research
databases to find those that will be useful for
their projects. The digital environment will
disrupt those market research techniques
and reshape the traditional databases. This
stage of the delivery phase must become
faster, more agile and provide the
inestimable business insight that only digital
tools can sustain. Inevitably the demand for
innovation, the amount of data produced
daily and the growing size of databases show
that change is closer than ever.24
The research industry will be dominated by
robots and digital tools that will use
algorithms to find the best data. Consultants
will set their preferences regarding the way
digital tools should filter data; for example,
based on citations or by answering certain
questions.25 Moving forward, the digital tools
will combine, collate and analyse this data
and consultants will use touch screens and
create synthesis rooms that will be updated
in real time. Finally, digital tools will create
and produce living multimedia dashboards
with the analysed and collected information.
Patterns, figures and outcomes will be
presented in tailored frameworks and be
updated in real-time.26 Consultants using
such tools for analysis and market research
will gain better business insight delivering
better solutions for clients.
16An iBe TSE Ltd Digital Transformation Paper
Digital tools will create live multimedia
dashboards

Knowledge without borders
The business model of the consulting
industry is based on knowledge. Consultants
should share knowledge and experience
openly in order to enhance projects and
develop a collective culture within the
company. Digital tools can help the
consulting industry to take a step forward by
using the full potential of technology, and
make this process quicker and easier.
A digital internal knowledge system, although
costly to acquire and maintain, provides the
opportunity to share knowledge regardless
of physical distance. Such a system will
include detailed experience and skills of the
executives and employees and the users will
be able to filter their preferences to find the
right person to connect with. This helps to
connect people with the right information, at
the same time enabling them to expand their
network in a short period of time.
An internal knowledge system should
contain forums, online webinars, even virtual
meetings, where consultants can solve their
queries on the spot. The platform should run
on mobiles and tablets, transforming it to a
powerful source of in-house data.27 After all,
a true customer experience is across devices
and screens. In the same way a shopper’s
experience is across multiple screens, a
consultant should also be able to work
across platforms.
17
A digital database with successful
solutions will grease the wheels of large
projects
Building on the previous point, consultants
should draw data, statistics and
recommendations from previous projects.
Digital tools will filter consultants input and
find past projects that are likely to suit new
challenges and offer consultants a reminder
of what challenges they have already dealt
with and solved.
Consultants could search for existing
solutions in a global digital solutions
database. The digital database will include
pioneer solutions from large scale projects
which disrupted other industries. As a result,
consultants will have a strong tool in their
hands to provide them with cross-domain
solutions.
An iBe TSE Ltd Digital Transformation Paper
Consultants should share knowledge and
experience openly in order to enhance
delivery on projects

Intelligent personal assistants (IPA) will
become the consultant’s round-the-clock
concierge
Intelligent virtual personal assistants are
powerful tools that will disrupt the
consulting industry. There are several
examples of IPAs, such as Siri or Google
Now, which can respond instantly to several
user requests. IPAs are connected to a global
cloud and have access to thousands of
search engines and databases that they filter
on the spot.
During the delivery phase, IPAs can make
two tasks in particular, more efficient,
securing more time for consultants to handle
other assignments. Both of the tasks are
during the interview stage of the project and
are related to the requirements gathering
phase, which happens at the beginning of
the project, and the research phase, i.e. the
collection of voice data for analysis.
Consultants spend time conducting
interviews to gather information for the
requirement phase or for research purposes.
IPAs can gather, store and analyse
information faster, more efficiently and,
above all, in a more reliable way than
humans can. The reason behind it is that
conducting interviews is a time consuming
task, which becomes exhausting after a few
hours. IPAs can conduct back to back
interviews for several days, simultaneously
segment the qualitative information and
analyse them accordingly.
18
This way, consultants will have access to a
state-of-the-art qualitative piece of work and
more time to handle other tasks.
In the medium term, IPAs will need to be set
up and tested properly, before they start
conducting interviews; however, research
shows that in the future IPAs will be able to
develop themselves, learn from every
project, adjust the questions and conduct
analysis depending on the demands. Finally,
IPAs will be available to attend meetings,
listen to conversations, and pose questions
to provide better insight to the projects.
Hence, IPAs, either voice or visually
represented, can become the new, cutting-
edge consultants’ gadget; tireless and always
ready to help.28
Another example of a digital tool consultants
can use is Moxtra. This mobile application
allows meetings, conversations, screen-
sharing, signatures and information to be
accessed through a single interface. It makes
sharing documents easy and also offers
consultants to share voice notes.29
An iBe TSE Ltd Digital Transformation Paper
Intelligent virtual personal assistants will
become the new, cutting-edge consultants’
gadget; tireless and always ready to help

19An iBe TSE Ltd Digital Transformation Paper
Organising multiple meetings can be difficult especially which changing schedules. x.ai has created
Amy (an AI powered personal assistant) which a user can cc in to an email. From there on, Amy will
email the guest and arrange meeting invites for both the user and guest with no hassle. x.ai is
backed by blue chip investors including Softbank, IA Ventures and Lerer Hippeau Ventures.
https://x.ai/

89% of organisations will
offer mobile workstyles by
2020
40% growth in data
generated globally each year
By 2020, the digital universe
will have grown to 40,026
exabytes. One exabyte is
worth 1bn gigabytes
The value of global personal
location data to end user
currently sits at $700bn
Source: Citrix: Workplace of the Future report, Financial Times, The Future of Business Data

Reporting
An iBe TSE Ltd Digital Transformation Paper 21

Digital tools will provide dynamic
channels, engaging animations and real-
time client reporting
Reporting is a fundamental skill in the
consulting industry. Assembling data and
information, and presenting it to the client is
an important part of every (fixed time scale)
engagement project.
Clients want to engage better during
presentations, be able to understand a
complex idea in the easiest way and increase
their value for money. Data visualisation is
becoming popular as interactive graphs make
it easier to grasp difficult concepts and
extract detailed numerical insights.
Consultants should leverage such techniques
and creative ideas. A good example is those
used by Owen Cornec, a data visualisation
fellow at Harvard University, who was
behind WikiGalaxy: a browser enabling
people to view articles as 3D galaxies.30
Being able to automatically extract only
selected data, and arrange it in a clear and
informative way could benefit the firm-client
interaction, show progress, and enable firms
to plan better and improve, as well as ensure
that client requirements are met.31 Forward-
looking firms will use real-time reports
instead of PDF or HTML formats. A platform
that shows real-time progress and budget
situations could be accessed at any time by
the consulting firm and the client, in order to
establish a reliable relationship. That would
in turn establish the consulting firm as a
credible service provider.32 Features, such as
holograms, which use 3D projection
mapping, will be available and the presenter
or the report user will be capable of dragging
data, stats and create images on the spot.33
Additionally, the dynamic reports of the
future will enable access to tagged
keywords, which will be able to reveal in
depth information associated with that
keyword. The above will provide clients with
the opportunity to access real-time
information and pose questions or vote on a
recommendation without having to go
through emails or refer to the latest work in
progress report.
Client - consultant interaction in the
reporting phase will be happening in real-
time throughout project delivery
22An iBe TSE Ltd Digital Transformation Paper

23An iBe TSE Ltd Digital Transformation Paper
Current presentation methods do not always keep audiences engaged as they do not work
effectively across multiple devices. Voiceboard lets users download their presentations to mobile
and control them. The opportunity to travel with the audience around the world through maps or
even present 3D gestures with specialised devices will shape a new way of presenting complex
ideas and data. Voiceboard have built an innovative presentation application. Include a wide variety
of interactive media right inside your slides without closing out of your presentation.
www.voiceboard.co.uk

Like every sector, consultancies must also
react to the growing community of digitally
diligent customers and a workforce which is
empowered by the convenience, simplicity
and real time benefits digital provides. In
fact, according to MIT, companies which
adopt digital transformation tools are up to
over 25% more profitable compared with
competitors.34
Digital practices aid innovation and
collaboration. They allow previously isolated
business functions to become connected.
Alongside technologies such as the internet
of things, real time dashboards and virtual
personal assistants, digital can not only
connect a company’s employees but its
assets too, enabling consultants to complete
tasks quickly, effectively and efficiently.
Connected tools gather data. They tell us
how, where and by whom work was carried
out. This helps with planning for when the
next task will need to be carried out and
encourages predictive task management. For
project leads, monitoring progress is crucial.
Leaders want to be able to control and
monitor project components to keep an eye
on progress, spot challenges and notice
whether priorities need to be changed.35
Employing clever tools creates better
harmony between teams.
Conclusion
24An iBe TSE Ltd Digital Transformation Paper
Smart consultancy firms will work towards
agile business practices, reacting swiftly to
the rapidly changing business landscape

Notes
1 Bonnie, E. (2015) Complete Collection of Project Management Statistics 2015. [Online] Wrike.
Available at: https://www.wrike.com/blog/complete-collection-project-management-statistics-2015/
[Accessed 27 August 2015]
2 Capturing the value of project management. (2015). [online] Pennsylvania: Project Management
Institute. Available at: http://www.pmi.org/~/media/PDF/learning/tranlations/2015/capture-value-
project-management-uk.ashx [Accessed 28 Aug. 2015].
3 Reimagine your digital workplace. (2015). [online] Gartner. Available at:
http://gartnerevent.com/NAPCC13Infographic/ [Accessed 28 Aug. 2015].
4 Hutchinson, E. (2015). Time spent online doubles in a decade. [online] Ofcom. Available at:
http://media.ofcom.org.uk/news/2015/time-spent-online-doubles-in-a-decade/ [Accessed 28 Aug.
2015].
5 Elecosoft, (2015). Site Progress Mobile - Elecosoft. [online] Available at:
http://www.astadev.com/products/asta-powerproject/site-progress-mobile/ [Accessed 28 Aug. 2015].
6 Watkins, M. (2013) Making Virtual Teams Work: Ten Basic Principles. [Online] Harvard Business
Review. Available at: https://hbr.org/2013/06/making-virtual-teams-work-ten/ [Accessed 24 August
2015].
7 Review. Top Document Management Software Products. [Online] Capterra. Available at:
http://www.capterra.com/document-management-software/ [Accessed 24 August 2015]
8 Economy, P.(2015) 11 Things You Should Know About Generation Y. [Online] Inc. Available at:
http://www.inc.com/peter-economy/11-things-you-really-should-know-about-generation-y.html
[Accessed 24 August 2015]
9 Yancey, J. (2015) Enable employees with the technology they want and need. [Online] LinkedIn.
Available at: https://www.linkedin.com/pulse/enable-employees-technology-want-need-jeremy-yancey
[Accessed 24 August 2015]
10 Schawbel, D. (2015) How Technology Can Improve Employee Productivity. [Online] Inc. Available at:
http://www.inc.com/bankofamerica/howtechnologycanimproveemployeeproductivity.html [Accessed 24
August 2015]
11 Ashford, W. (2015) EU Data Protection Regulation to be Finalised by end of 2015. [Online]
ComputerWeekly.com. Available at: http://www.computerweekly.com/news/4500248164/EU-Data-
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Notes
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16 The World Bank (2015) Harnessing Digital Trade for Competitiveness and Development. [Online] The
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19 An overview of scientific and scholarly journal publishing. (2015). 4th edition. [online] The Hague:
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21 Orton-Jones, C. (2015). 7 GLOBAL PROJECT MANAGEMENT TRENDS. Project Management 2015.
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22 Donohue, J. (2015). Fail Fast, Fail Often, Fail Everywhere. The New Yorker. [online] Available at:
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An iBe TSE Ltd Digital Transformation Paper 26

Notes
23 An overview of scientific and scholarly journal publishing. (2015). 4th edition. [online] The Hague:
International Association of Scientific, Technical and Medical publishers. Available at: http://www.stm-
assoc.org/2015_02_20_STM_Report_2015.pdf [Accessed 25 Sep. 2015]
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25 Davis, G. (2015). What is Management Research actually good for?. Harvard Business Review. [online]
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Aug. 2015].
26 Yuhanna, N. (2015). WEBINAR: Future Of Database — What To Expect?. [video] Available at:
https://www.forrester.com/Future+Of+Database+What+To+Expect/-/E-WEB14563 [Accessed 25 Aug.
2015].
27 Galunic, C. and Petriglieri, J. (2014). The Power of Knowledge Sharing. [online] INSEAD Knowledge.
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29 Orton-Jones, C. (2015). TOP TOOLS FOR PROJECT MANAGERS. Project Management 2015. [online]
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30 Culpan, D. (2015). Stunning 3D 'confetti' map visualises world economy (Wired UK). [online] Wired
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31 Readyratios.com, (2015). External Reporting. [online] Available at:
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An iBe TSE Ltd Digital Transformation Paper 27

Notes
32 Whitepapers (2015) 5 Ways to Take the Headache out of Client Reporting. [Online] Tableau. Available
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34 Westerman, G. and McAfee, A. (2012). The Digital Advantage: How Digital Leaders Outperform Their
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35 Nixon, J. (2015). UK IS ON THE CUSP OF AN APP REVOLUTION. Project Management 2015. [online]
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An iBe TSE Ltd Digital Transformation Paper 28

About iBe
iBe is the pre-eminent consultancy in Europe for financial services organisations
seeking to address the challenges of the digital world. We work with companies to
dramatically improve their competitiveness and create long-lasting value. iBe
specialises in digital transformation, mobile payments, loyalty, customer rewards and
advanced analytics. By leveraging our industry knowledge, we work with our clients
to re-imagine their business models and re-invent themselves. We rapidly transform
the way they engage with their customers to create accessible, convenient and
relevant services and products. We have extensive expertise in Retail Banking,
Cards and Payments, Insurance and Wealth Management. iBe was launched by Be,
the major IT consultancy listed on the Italian Stock Exchange.
To learn more visit our thought leadership website www.ibe-disruptors.com or
follow us on Twitter @ibe_europe
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