Digital Transformation is one of the most discussed topics of our time, a phenomenon that has evolved conceptually over decades. From the initial attempts at digitization in the 1960s to the Web 2.0 era and the current widespread adoption of advanced technologies such as artificial intelligence (AI) and blockchain, the pillars that drive this transformation have adapted and expanded to meet the changing needs of organizations.

This article explores, on one hand, the history of digital transformation pillars, analyzing their evolution and the theories shaping their development. On the other hand, it delves into the essential pillars driving today’s successful transformations.

A historical overview of Digital Transformation Pillars

1960s–70s: digitalizing basic operations

In the 1960s and 1970s, digital transformation was synonymous with automation and the computerization of core business processes. Companies replaced manual ledgers with computer systems, often relying on large mainframes.

A landmark example is the IBM System/360, launched in 1964, which allowed businesses to standardize digital processes at scale. The key pillars during this era were:

• Operational automation: Early technologies focused on reducing manual errors and boosting efficiency.
• Efficiency: Processing large amounts of data rapidly became a competitive edge.

Frederick P. Brooks Jr., in The Mythical Man-Month (1975), highlighted the complexities of managing large-scale technology projects, laying the groundwork for more deliberate approaches to digital transformations.

1990s: Internet and digital models

The advent of the internet in the 1990s sparked a new wave of innovation, extending digitization beyond internal processes to customer and partner interactions. The era’s key pillars included:

• Customer experience: Businesses began using the web to offer personalized services and enhance customer relationships. Amazon, founded in 1994, exemplified how digital tools could redefine shopping experiences.
• Technological integration: Systems like ERP (Enterprise Resource Planning) unified data and processes across organizations.

Clayton Christensen’s concept of “disruption” in The Innovator’s Dilemma (1997) emphasized the necessity of embracing innovative technologies to stay competitive.

2000s: mobility and cloud computing

The rise of smartphones and cloud technologies enriched digital transformation pillars:

• Agility: Cloud technologies enabled businesses to scale operations quickly and adapt to market needs.
• Mobile-first approach: Providing mobile access to digital services became essential to remain competitive.

Nicholas Carr’s Does IT Matter? (2003) raised the issue of how IT could lose its strategic value if not implemented distinctively, underscoring the importance of tailored solutions.

2010 to present: data and Artificial Intelligence

In recent years, the focus has shifted to leveraging data strategically and adopting emerging technologies:

• Data-driven decision making: Successful companies use data to make informed decisions. For instance, Netflix employs algorithms to predict user preferences and develop targeted content.
• Emerging technologies: Blockchain, IoT, and AI have become integral to modern strategies.

McKinsey highlights that only 30% of digital transformations achieve tangible results, emphasizing the need for a clear vision and well-defined pillars.

Today’s Pillars of Digital Transformation

1. Leadership and strategy

Digital transformation demands strong leadership and a well-defined strategy. Leaders must identify digital opportunities and translate them into actionable business objectives.

An interesting example is Starbucks, which, under the leadership of Kevin Johnson, introduced a digitalization strategy integrating mobile apps, digital payments, and data-driven personalization, enhancing customer experience and increasing loyalty.

2. Talent and organizational culture

People are at the heart of digital transformation. A culture that fosters continuous learning, collaboration, and openness to change is crucial.

According to a Deloitte study, companies that invest in employee training are 37% more likely to successfully complete their digital transformation.
Take the case of Adobe, which shifted its business model from traditional software licenses to a cloud-based subscription system. This transition was accompanied by significant investment in employee training and the development of a customer-oriented culture.

3. Data and Artificial Intelligence

Data underpins modern strategic decisions. Companies leveraging advanced analytics and AI can anticipate market trends and respond to customer needs more effectively.

A significant example is Heineken, which leverages data analysis to optimize advertising campaigns and logistics, improving product distribution based on local demand.

4. Agility and innovation

The ability to adapt quickly is vital in today’s business environment. Agile methodologies and design thinking empower companies to experiment with new ideas and bring solutions to market rapidly.

For example, Tesla adopts an agile approach to introduce innovations in its vehicles at record speed, often outperforming traditional competitors.

5. Sustainability and social impact

Today, sustainability is an essential pillar of digital transformation. Companies cannot overlook the environmental and social impact of their operations.

Patagonia is a shining example: it uses digital technologies to optimize its supply chain and reduce waste, demonstrating how innovation and sustainability can go hand in hand. Another noteworthy example is IKEA, which has invested in technologies to optimize energy management in its stores and improve material traceability, ensuring a more sustainable lifecycle for its products.

Conclusion

Digital transformation is an ongoing journey, driven by pillars that have evolved to address the challenges of each era. From the operational automation of the 1960s to today’s data-driven ecosystems, the pillars reflect a shift toward holistic approaches that prioritize people, processes, and societal impact.

In the modern era, the pillars of digital transformation go beyond technology to encompass leadership, culture, innovation, and sustainability. Organizations mastering these elements will not only adapt to change but thrive in an ever-evolving world.

In today's rapidly evolving business environment, addressing the challenges of digital transformation requires a clear strategy and a structured method. Frontiere has developed a three-phase approach — Assessment, Strategic Planning, and Execution — which not only manages the complexities of change effectively but also aligns with global best practices in consulting and business transformation. This approach is not just a statement of intent but a process validated by academic studies and market insights that confirm its effectiveness.

1. Assessment: the foundation of accurate preliminary analysis

Every transformation journey begins with a thorough analysis of the organization. The goal is to map workflows, analyze existing systems, and identify opportunities for improvement. This phase, often underestimated, forms the bedrock of success for any strategic intervention.

According to McKinsey’s report "The Key to Digital Transformation Success", a detailed initial analysis allows companies to establish a clear starting point, highlighting gaps to address and areas of excellence to leverage. Similarly, Gartner’s "Digital Transformation Playbook" emphasizes that companies conducting rigorous assessments are 35% more likely to achieve tangible results compared to those that overlook this phase.

Our approach is rooted in this principle: analyzing, understanding, and mapping internal dynamics to avoid generic interventions and instead deliver solutions tailored to the client’s specific needs.

2. Strategic planning: crafting a tailored roadmap

Following the assessment, we focus on defining a strategic roadmap centered on concrete objectives and customized solutions. This process goes beyond merely proposing technologies; it integrates operational processes and business goals into a feasible and sustainable plan.

Academic contributions in this area are extensive. Harvard Business Review, in its article "Why Strategy Execution Unravels—and What to Do About It", asserts that clear priorities and a well-structured plan are critical to overcoming operational challenges and ensuring success. Furthermore, MIT Sloan Management Review's report "The Nine Elements of Digital Transformation" highlights that a strategic roadmap helps optimize resources and mitigate risks effectively.

Our team translates these best practices into tangible results. For instance, in a recent engagement with an Italian manufacturing company, implementing a strategic plan led to a 30% reduction in production times and improved operational efficiency through automation and predictive analytics solutions.

3. Execution: from idea to concrete impact

The execution phase is the critical moment where planned strategies are put into practice. Our organization stands out for its pragmatic approach, which doesn’t stop at theoretical solutions but aims to achieve measurable outcomes, ensuring that every recommendation is applied effectively and sustainably.

PwC, in its study "Success Factors in Digital Transformation Projects", states that implementation is the most crucial stage of digital transformation. The ability to execute a strategy effectively defines the boundary between success and failure. Similarly, Accenture’s research "Getting Unstuck: Breaking Through the Barriers to Transformation Success" highlights that a focus on measurable impact distinguishes successful transformation projects.

A practical example of our execution efficiency is its work with a retail chain in Italy, which experienced a 50% increase in e-commerce traffic and saw 35% of online orders placed for in-store pickup, thanks to a seamless integration between physical and digital channels.

Validated by global best practices

Frontiere’s structured three-phase approach aligns closely with methodologies adopted by global leaders like Amazon Web Services (AWS) and Deloitte, who use similar models to guide business transformation. AWS, for example, follows a framework structured around Assess, Mobilize, Execute, which mirrors our process, while Deloitte employs a model based on analysis, strategic planning, and implementation.

These parallels demonstrate that Frontiere’s approach is not only innovative but also consistent with globally accepted best practices, reinforcing the validity of its solutions and the value it delivers to clients.

What sets us apart from these giants, however, is its agile structure, enabling it to respond to clients’ needs more effectively, flexibly, and efficiently. This agility reduces response times, further customizes solutions, and ensures constant engagement with businesses, delivering results that truly address their unique requirements.

Conclusion: creating value through a proven methodology

The strategic approach we’ve been discussing is not just an operational method but a structured, results-oriented pathway designed to address the challenges of digital transformation with precision and vision. The combination of accurate assessment, tailored strategic planning, and effective execution ensures that businesses can not only adapt to change but thrive in an ever-evolving landscape.

With the support of academic and market evidence, it is clear that this method is not merely an option but a necessity for those looking to build success on solid, sustainable foundations. Frontiere, with its targeted and proven approach, stands as a trusted partner to guide organizations into the future.

Introduction

In recent years, the promotion of Diversity, Equity and Inclusion (DE&I) has become an imperative in the workplace. Paying attention to people and valuing diversity have become central to many companies, including ours. In this context, we have developed an innovative training program on DE&I using the virtual environment. Let's discover our proposal together, focusing on virtual training methods and the value of diversity in the corporate environment. But first let's brush up on the basics: what we mean by Diversity, Equity and Inclusion.

Diversity, Equity and Inclusion are key concepts that relate to accepting and valuing differences among people in an environment, whether it is the workplace, the community or society as a whole.

Diversity refers to all differences that characterize people, such as race, ethnicity, gender, sexual orientation, age, religion, physical ability, social class, education, and more. These differences can be visible or invisible and make each individual unique. Diversity is an asset because it offers a variety of perspectives, experiences and knowledge.

Equity: The term "Equity" refers to fair treatment for all people, so that current norms, practices, and policies ensure that identity is not predictive of opportunities or outcomes in the workplace. Equity differs from equality in subtle but important ways. While equality assumes that all people should be treated equally, equity takes into account a person's unique circumstances, tailoring treatment accordingly so that the end result is equal.

Inclusion is the process of ensuring that all people, regardless of their differences, are fully involved, respected and valued in a given environment. Inclusion promotes a sense of belonging and acceptance so that no one feels marginalized or discriminated against. The goal is to create an environment where everyone can contribute fully and benefit from their participation.

Diversity, equity, and inclusion (DE&I) training for a company is designed precisely to make employees aware of diversity, equity, and inclusion issues, with the goal of fostering a work environment that welcomes and values differences among employees, creating a more equitable, respectful, and productive organization. Inclusion in business seeks to combat discrimination, bias, social exclusion, inequality of opportunity, and other challenges that may arise because of differences among employees.

Now that we have clarity on the three key concepts, let's see together how to bring them into the company through our training program.

Diversity, Equity & Inclusion Training

Diversity, Equity and Inclusion (DE&I) aims to create a welcoming and respectful work environment. Traditional training on DE&I involves instructors, presentations, and group discussions. However, challenges arise with the need to engage diverse audiences on a global scale.

Virtual training: global accessibility and time flexibility

Virtual training emerges as an ideal solution, eliminating geographical barriers and enabling employees to participate regardless of their location. Hourly flexibility accommodates variable work schedules, ensuring broad participation and increased adherence to training sessions.

Virtual embodiment: experiencing DE&I firsthand

We introduce virtual embodiment, a practice that uses avatars in virtual environments. This approach provides an immersive experience, enhancing empathy and reducing implicit bias. Users can literally "step into the shoes" of different people, having experiences that challenge biases and stereotypes. Such an approach not only actively involves participants but also transports them into a realistic context, facilitating understanding of different perspectives.

Implicit Association Test and Toronto Empathy Questionnaire: measuring impact

We always measure impact to assess the effectiveness of our program, using the Implicit Association Test (IAT) to examine participants' implicit associations. This instrument reveals automatic and unconscious <aa41>reactions, which are crucial for understanding biases and stereotypes. In addition, the Toronto Empathy Questionnaire (TEQ) measures empathy, providing data on participants' empathic abilities. Through these instruments, we can quantify and assess the change in participants' perceptions and skills.

Linking it All: the Metaverse and Immersive Training.

We take virtual training to the next level with the use of the metaverse. Here, participants interact in a virtual environment, dealing with D&I-related situations. This approach offers a more immersive and engaging experience, although it requires technological investment. However, this investment results in deeper and longer-lasting learning as participants are immersed in scenarios that require understanding and practical application of skills related to diversity and inclusion.

Conclusions

Virtual Diversity, Equity & Inclusion training is an innovative step toward creating inclusive workplaces. The use of virtual embodiment, psychological testing and exploration of the metaverse contribute to effective and engaging learning. Investing in DE&I not only is morally right but also results in a tangible business benefit. Data collected through tools such as the IAT and TEQ highlight the progress made and provide insights to further improve our approach.

Final note:

This case study demonstrates how virtual training can be a powerful engine for promoting DE&I in the enterprise. Adaptable to specific needs, it offers an innovative and engaging approach that brings long-term benefits. Our experience shows that investing in diversity and inclusion not only improves corporate culture but also contributes to a more productive and collaborative work environment.

Sources:

1. "Diversity and Inclusion: The Reality Gap" in Deloitte Insights: An in-depth report that explores the current state of diversity and inclusion in companies, emphasizing the importance of effective strategies.
2. "Virtual Reality as a Training Tool for Enhancing D&I" published in Harvard Business Review: This article discusses the use of virtual reality as a tool for enhancing diversity and inclusion training, drawing on case studies and research.
3. "The Impact of Implicit Association on Workplace Diversity" in Journal of Personality and Social Psychology: A scientific study examining how implicit association tests can reveal and influence diversity dynamics in the workplace.
4. "Empathy in the Workplace: A Tool for Effective Leadership" in Center for Creative Leadership: A white paper that explores how measuring empathy, such as through the Toronto Empathy Questionnaire, can play a crucial role in leadership and diversity management.
5. "Exploring the Metaverse: A New Frontier for D&I Training" on Forbes: An article discussing the potential of the metaverse as an innovative environment for diversity and inclusion training, highlighting use cases and potential benefits.

A project highlighting the sea's new sharing mobility concept that, thanks to a dedicated App, allows people to quickly rent their own dinghy, driving it safely and freely.

When we think of Sharing Mobility we naturally think of a car, a scooter, a bike, a van or a scooter. Wouldn't it be nice to enjoy a smart and fast solution for renting a dinghy as well? 

There is a way to enjoy sharing mobility even on vacation and it is called E-Sea-Sharing! A sea of freedom all Made in Italy - write Giuseppe Labate and Claudio Fiumara, CEO and COO respectively of the parent company of the world's first boat sharing service, designed and developed to meet the needs and desires of all those travelers who want to experience the sea. 

Thanks to a dedicated App, E-sea sharing allows people to quickly rent their dinghy: just search for the nearest port and start the rental at any time. The service is currently available on the Emerald Coast and will soon land in the Cinque Terre, the Aeolian Islands and the Amalfi Coast.

It is, therefore, a project that highlights the new concept of sharing mobility of the sea. 

The innovative platform is tailor-made and reflects the specifications necessary for the delivery of the service by E-Sea Sharing itself. The App is currently available on the Apple Store and Google Play Store.

We met with the star-up's COO Claudio Fiumara and, of course aboard an inflatable boat from the E-SEA-Sharing fleet, asked him how the idea came about and what the actual benefits are for travelers.

How did the E-Sea Sharing project come about?

The innovative start-up was born in 2020 from the vision of two young entrepreneurs with a passion for the sea and technology who decided to bring these two worlds together to give boating a new look and bring it closer to the most advanced land-based mobility systems.

Giuseppe has always cultivated his passion for the sea by working with charter companies and running a tourist marina. Claudio, on the other hand, an environmental and territorial engineer and Ph.D., is a founding partner of a university spin-off and is constantly researching innovative projects. The two, following the forced stop caused by the lockdown, thus decided to form E-Sea Sharing with the aim of revolutionizing and industrializing the process of nautical leasing by launching boat sharing on the market.

What are the benefits for users of the service?

The benefits offered to the customer are many and respond to the need for easy, fast, affordable sea travel, overcoming the limitations inherent in the currently existing options.

First, the service allows anyone to have access to an opportunity that until now has been reserved for the few, due to the high cost and objective difficulties involved in owning a boat. 

The vessels, being equipped with 40-hp engines, can be used even by those who do not have a boat license. Vessels are always available, geolocated and identified by means of a mobile application, which makes it particularly easy to use the service. This allows the customer to be totally free to sail, at any time, to any route, and to release the vessel even in a different port than the one of departure.

Compared to traditional rental, E-Sea Sharing offers payment, contactless and cachless, even by the minute, so that the customer can decide to pay only for actual use.

All of this is done autonomously, without having to contact a boat owner, making boating a 360-degree experience and offering even the less experienced a chance to experience the unmooring and mooring of a vessel.

The service is monitored remotely through technological devices that aim to increase safety at sea, both for the customer and for other boaters.

E-Sea Sharing is a highly innovative and unique project in italy: helping the startup build the sharing platform, starting from our full suite of shared mobility solutions, was an exciting challenge.

Go E-Sea Sharing!

How to revolutionize the insurance industry with models and solutions to assess risk, build customer loyalty, and detect fraud? We asked our Chief Mobility Technology Officer.

The technological evolution represented by the combination of Internet of Things (IoT), Artificial Intelligence (AI), and Automation has proven to be a winning bet in several industries. In the insurance field, particularly in Insurance Telematics, these emerging technologies offer unprecedented opportunities to improve efficiency, reduce costs and provide better service to customers. 

We recently interviewed our own Marco D'Ambrosio on the topic, who provided us with a broad and comprehensive overview of why to take a specific approach and the resulting benefits for companies that choose to integrate these three technologies.

Marco, how would you define with one adjective the integrated use of Internet of Things (IoT), Artificial Intelligence (AI) and Automation in Insurance Telematics?

"Disruptive" is the adjective I use most often to qualify the approach that Insurance Telematics offers to risk management in the insurance industry, bringing benefits to both companies and customers. The integration of IoT, Artificial Intelligence and automation creates new opportunities for improving efficiency, reducing costs and offering personalized service. Insurance companies that adopt these innovative solutions will be able to remain competitive and provide added value to their customers in an ever-changing market.

Point us to four significant use cases that help us understand the benefits of the integrated approach of IoT, AI and Automation in Insurance Telematics?

1. I would definitely start with Risk Assessment and Rates. Through the use of drivers' driving data collected through telematics devices, it is possible to quantify customers' risk in real time. This data allows insurance companies to set rates appropriate to each customer's driving profile. With detailed risk analysis, prudent drivers can be rewarded with lower rates, thus incentivizing responsible and safe driving behavior. In addition, this innovation can support coaching actions, helping drivers adopt responsible behavior with a significant impact on traffic accident prevention, thus contributing to greater road safety and positive social impact.

2. There is also an objective advantage in Demand Management. Process automation based on customer data enables more efficient insurance claims management. With the integration of AI and automation, it is possible to automate the prioritization of claims based on importance and automatically approve those that are simple and well documented. This not only speeds up the claims handling process, but also improves customer satisfaction by reducing waiting time and simplifying the claims process. However, I always emphasize that automation does not completely replace human involvement, but complements it. Claims evaluation and approval can be supported by AI systems, but human oversight is always needed to ensure accurate analysis and make appropriate decisions.

3. A third winning use case? Certainly that, in the long run, of customer retention: the use of customer behavioral data makes it possible to identify the likelihood that a customer will switch to competitors. The information gathered can be used to reach at-risk customers and provide them with personalized offers. Through targeted marketing strategies and appropriate incentives, insurance companies can actively work to retain acquired customers, thereby improving retention and reducing churn rates. However, never forget that an ethical and responsible approach to the use of customer data is always a priority: it is mandatory to respect customer privacy and ensure the security of personal information.

4. Then there is a fourth use case I would like to mention: the use of integrated Insurance Telematics for fraud detection. The fight against fraud is a common challenge in both the banking and insurance sectors. The use of AI-based predictive models enables insurance companies to estimate the probability that a claim is fraudulent. These claims can be targeted for further investigation, thereby reducing losses caused by fraudulent behavior. Automation of fraud detection processes helps prevent and counter fraud attempts, ensuring greater reliability and integrity in the insurance industry. As with the previous point, fraud detection must be balanced with the protection of customer privacy. Insurance companies must ensure compliance with data privacy regulations and ensure that they use customer information only for legitimate and legal purposes, such as fraud prevention.

Thank you Marco! A truly comprehensive review that shines a spotlight on several aspects of Smart Mobility that are absolutely effective for companies wishing to access integrated and innovative technology solutions. One last suggestion for those who will read this interview?

My dispassionate suggestion, for anyone who feels like embarking on a path of business innovation, is to contact us. At Frontiere, we are constantly working to facilitate access to innovations in all market sectors and, therefore, to innovative business models. It is the principle that has always guided our research and development and that makes our approach to smart mobility and risk management in the insurance industry disruptive.