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DIGITAL STRATEGY AND IS TRANSFORMATION
EXPERTISE

Strategic horizons are shrinking and responsiveness and agility are becoming the keys to survival. In this context, a company’s information systems play a role that is often under-estimated.

Information systems: a tool to advance corporate strategy and business transformation

An optimised information system and digital tools contribute to a company’s operational efficiency. They are strategic pillars: these systems and tools advance the company’s strategic priorities and must drive its performance.

Bartle draws on the strength of our functional and business expertise and harnesses a dynamic technological ecosystem to helps clients update their IT and digital resources to make them more flexible, more open and better adapted to the company’s needs.

"To give our clients impartial advice, we pride ourselves on total independence from publishers and integrators"
Jean-Christophe Marboutin, Partner

Breaking down silos between business lines and IT teams
in a shifting technological landscape

There are solutions to overcome this challenge:

  • One approach is to break down the walls between business lines and IS departments (“marketing the IS department”) through communication, a collaborative approach (agile methods and others) and to make technology more commonplace.
  • A second technique is to take the right decisions in a technological landscape that has changed considerably: applications architectures are opening up (API), infrastructures are being outsourced (e.g., cloud) and digital innovation is blossoming (AI, blockchain, etc.).
  • The third method is to support IS departments to define and deploy an agile organisation that is responsive and resilient to effectively tackle business challenges.
Stratégie digitale

Transform systems and reject long-held beliefs

At Bartle, we assist our clients in transforming their information systems, from defining a strategy to implementing it.

Transforming information systems requires a combination of expertise: mastery of technologies, digital and information tools, thorough knowledge of the company’s business functions and a clear scoping methodology (target and scenarios, business plan, road map, risk analysis, etc.) and project management up to the roll-out to the field.

Bartle consultants tap into proven methodologies in co-construction, collaborative leadership, agility and innovative change management. To give our clients impartial advice, we pride ourselves on total independence from publishers and integrators with the goal of finding the best solution for the context and needs of each client. 

How do we go about our work? We capitalise on the many assignments we have completed in the realm of IS and digital transformations to support the business lines of enterprises. This enables us to give each client insights on the best practices, market opportunities (technology, publishers, innovative start-ups, etc.) and trends in applications and techniques.

Diagnostic, support, consultancy:
Bartle's experts move major projects forward

At Bartle, we offer up our know-how to evaluate the information system as an asset and its possibilities for evolution, to define and transpose road maps, to make informed choices and to support companies in carrying out major projects (oversight of project portfolios, programme leadership, project management, agile methods, coordination between business lines and IT, project management assistance, change management).

It is possible to build and scale an information system with value added. Bartle’s experts support their clients in this undertaking at several key stages: 

  • Integrate IS construction in a dynamic master plan
  • Review the offers on the market and help choose solutions
  • Study how the IT/business line dialogue is managed
  • Support a change in culture and the oversight methods applied to the IS and ISD

3 company case studies
to inspire you

Seize strategic opportunities thanks to digital performance

How can you optimise digital opportunities and the customer experience online if you are a big fashion brand with myriad digital projects? For Bartle, the answer starts with focusing on the digital strategy:

  • We applied our Customer Experience Matrix (CXM) method to conduct an analysis and document all the omnichannel customer paths in order to identify critical touch points.
  • We then worked in collaborative mode to determine and qualify priority digital opportunities and define a digital road map.
  • Lastly, we defined and deployed a permanent structure to govern the digital transformation, a prerequisite for ongoing optimisation and performance over the long term.

Digitise the business relationship, even in manufacturing and B-to-B

For an industrial actor involved in distribution and B-to-B, digitising the sales organization may appear to be a challenging project. Bartle’s team supported this client in its approach, working together to:

  • Define the scale of the desired organisation, enumerate the proposed services and identify target processes;
  • Design a CRM tool for sales reps, then oversee its creation;
  • Design a value-added web portal for customers to place orders, monitoring production, etc., then oversee its implementation; and
  • Coordinate IT and business line teams throughout this agile project.

Total recast of the information system, including a change in ERP

For a French fashion company, Bartle assisted with a recast of all the company’s information systems:

  • Scope the overall digital transformation programme, taking into account the business context and the company’s strategic objectives;
  • Help with choosing the ERP best suited to its needs;
  • Support the changes in critical corporate processes to ensure they are coherent with the ERP standards;
  • Assist with the deployment of the ERP (to manage procurement, stock, sales, accounting and finance), and the deployment of an HR information tool, a new e-commerce platform and a new payment acceptance system; and
  • Run the change management programme throughout the project.

Seize strategic opportunities thanks to digital performance

How can you optimise digital opportunities and the customer experience online if you are a big fashion brand with myriad digital projects? For Bartle, the answer starts with focusing on the digital strategy:

  • We applied our Customer Experience Matrix (CXM) method to conduct an analysis and document all the omnichannel customer paths in order to identify critical touch points.
  • We then worked in collaborative mode to determine and qualify priority digital opportunities and define a digital road map.
  • Lastly, we defined and deployed a permanent structure to govern the digital transformation, a prerequisite for ongoing optimisation and performance over the long term.

Digitise the business relationship, even in manufacturing and B-to-B

For an industrial actor involved in distribution and B-to-B, digitising the sales organization may appear to be a challenging project. Bartle’s team supported this client in its approach, working together to:

  • Define the scale of the desired organisation, enumerate the proposed services and identify target processes;
  • Design a CRM tool for sales reps, then oversee its creation;
  • Design a value-added web portal for customers to place orders, monitoring production, etc., then oversee its implementation; and
  • Coordinate IT and business line teams throughout this agile project.

Total recast of the information system, including a change in ERP

For a French fashion company, Bartle assisted with a recast of all the company’s information systems:

  • Scope the overall digital transformation programme, taking into account the business context and the company’s strategic objectives;
  • Help with choosing the ERP best suited to its needs;
  • Support the changes in critical corporate processes to ensure they are coherent with the ERP standards;
  • Assist with the deployment of the ERP (to manage procurement, stock, sales, accounting and finance), and the deployment of an HR information tool, a new e-commerce platform and a new payment acceptance system; and
  • Run the change management programme throughout the project.

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