Whether a company is small or large, digital transformation is essential. Every lecture, panel discussion, article, and study about how firms can stay competitive and relevant as the world gets more digital makes that point loud and clear. Many corporate leaders are unsure of what the term “digital transformation” actually entails. Is it merely a memorable way of saying “going to the cloud”? What concrete actions do we need to take?

The move to digital technologies has been taking place at a meteoric pace. Many businesses are forced into a position, where they must either deploy new solutions they may not be ready for or risk falling behind the competition. In their efforts to rapidly improve customer experience, enhance internal processes, capitalize on market opportunities, or optimize other operational processes, they often end up taking a more makeshift approach to digital transformation.

Core (Centralized Online Real-time Exchange) Banking is a system that enables a group of bank’s branches to perform transactions between accounts in different branches and share the data in real time.

In the first blog in this series, I introduced the Digital Complexity Paradigm (DCP) – which, broken down in simple terms, attempts to capture the significantly increased complexity and speed at which digital transformation (and evolution) needs to be delivered. That complexity and speed are then compounded by the absolute need for unquestionable quality. In this next blog, we will look at technical complexity as it applies to the DCP.

Whether you agree or not, conventional businesses have become redundant by the advent of technologies like Artificial Intelligence, Big Data, IoT and ML. Today, rapidly changing customer needs are forcing enterprises to evolve, adopt and devise strategies where they can surgically strike offers to a segment of few rather than blast a shotgun of offerings to an uninterested many.