Digital Corporate

Enabling enterprises to transition to boundaryless working

T raditionally, businesses have had tightly coupled business models and have focused largely on transactions of internal and external activities. ERP, CRM, and transactional applications have flourished in this era. ERP systems have grown big in their current architecture and have served very well on objectives of architectural coherence. However, businesses today are demanding boundaryless working. There is more demand than ever to integrate external processes, data, customers, partners and suppliers with the enterprise in a seamless manner. A related phenomenon is the proliferation of data, which is both a challenge as well as an opportunity.

These business imperatives can very well be enabled by SMAC and would be driving deconstruction of suite-centric ERP based strategy into loosely coupled business applications. These applications are delivering specific business value, built on different platforms and are integrated as needed. Mobile technology is providing the next level of user experience, which in turn is helping address traditional adoption challenges. Cloud computing is enabling new delivery models and frequent updates to functionality. Analytics is being embedded in every business application. These evolutions are driving a shift from architectural coherence and rigid integrations to domain relevance, functional innovation, leverage of specific platforms, ease of use and agility.

Focus Area Typical Scenarios Illustration


While Enterprises undertaking Digital Transformation are usually more focused on customer centric processes, operations also have significant impact due to boundaryless working

  • Enable collaboration between internal and external stake holders in business planning and execution
  • Complement traditional methods of statistical forecasting with customer analytics based on their interactions on social platforms
  • Enrich collaboration with the supply chain, by leveraging data on interactions and dependencies, in addition to data about transactions
  • Traditional business and resource planning systems of a professional services company should be enhanced to integrate strategic partners
  • Production forecasting and planning models should be updated to incorporate trends reflected on social media, in addition to their usual basis of time series analysis
  • Information about machine downtime at a critical supplier should be communicated to the OEM in real-time through machine-to- machine communication, analyzed for risk on schedule, and action should be suggested / triggered automatically to route work to an supplier

Employee Interface

Human Resources is in the midst of a transition phase due to business growth imperatives as well as technology evolution. Employee Interface would be key element to deliver greater business impact

  • Build next generation platforms for knowledge sharing, learning and collaboration, in order to leverage the huge amount of knowledge available in unstructured manner
  • Improve your chances in the war for talent, by increasing retention through behaviour analytics, and better targeting through skill analytics
  • Leverage BYOD (Bring Your Own Device) to improve productivity by mobile task scheduling and tracking, timekeeping and travel / expense approvals
  • Organizations should actively explore MOOCs platforms for adaptive learning and development
  • LinkedIn acquiring for better definition, building and assessment of skills and competencies
  • Cloud based applications like Workday are gaining popularity and starting to challenge on-premise ERP systems

Business Analytics

Exponential increase in data generation, culture of data driven decision making, increased regulatory compliance requirements and growth imperatives are driving analytics as part of every business application

  • Leverage analytics to enable procurement to be value-oriented, in addition to the traditional inclination towards cost
  • Creating dynamic enterprise risk management framework
  • Should costing methods of mechanical parts should be augmented by procurement analytics on supplier performance, risk and alternative costs
  • Information on legal and compliance risk for business revenue should be modeled, evaluated and tracked as part of live executive dashboards - rather than residing statically in contract documents and being highlighted only in audit reports

How we can help you

Pratiti Technologies brings in expertise in the areas of opportunity-to-order, order-to-cash and human capital management. We would be happy to discuss how advances in technologies such as social media, mobility and analytics can help you drive improvements in these areas. Feel free to get in touch with Pratiti Technologies team to identify use cases or solution development requirements.

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