We think about people differently.

Expertise

Digital Transformation

We help your people drive, promote, and lead the transformation required for the digital age through training and consultative solutions.

People-based transformations. We believe that an organization’s people, from the front-line to the C-suite, are the catalyst for transformation.

 

To drive digital transformation, leaders must optimize processes to improve organizational efficiency and maximize customer value. Teams need the right culture and skills to reimagine how they are organized and how they work.

 

We help you develop your talent, adapt new ways of working, and drive the powerful culture changes necessary for transformation. Your people will be empowered to successfully implement your digital strategy, leveraging new technology to enable innovation, inspire continuous learning, and deliver amazing value to your customers.

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How we help

Agile transformation

Do Agile. Be Agile.

 

Adopting new Lean-Agile management methodologies is not easy. The process not only involves adopting new ways of working, but also new ways of thinking and acting. True transformation happens when people start focusing on delivering value to customers. This can only happen if people go beyond “Doing Agile” and also start “Being Agile”.

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How we help

Digital talent

Adopting a digital transformation strategy should be an essential priority for any organization that not only wants to survive in today’s accelerated pace of change, but also to thrive in it. However, most organizations are not sufficiently prepared to design, implement, or apply digital technology to various aspects of their business. Common roadblocks in digital transformations include a lack of knowledge within teams, organizational culture, and the effectiveness of IT teams. A digital transformation requires a new way of thinking and approach to management, as well as having professionals with the necessary skills to promote and lead it.

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How we help

Always learning

In an environment where changes occur rapidly, training and learning needs grow exponentially. In this context, traditional training models are no longer effective. Modern organizations need to have an agile and decentralized learning culture, in which their collaborators take an active role by leading their own development and participating in the development of others by sharing their knowledge with the rest of the organization.

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Trending in digital transformation
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Client stories

Shifting to a digital, agile paradigm at BBVA

In a constantly changing environment and with high complexity, BBVA, a multinational financial services company, faced the challenge of improving to meet customer expectations, and began to promote a new model that was digital, agile, and flexible.

To help BBVA respond to this challenge, Netmind, a BTS company, undertook a co-creation process with the team, sponsoring the management of this change initiative.

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Client stories

Enterprise transformation at a technology organization

A non-profit technology organization specializing in compliance and licensing for insurance professionals needed to make the shift to agile to achieve its growth plans. After attempting and failing to make the shift in the past, employees were left with a negative perception of agile, incomplete training, and a feeling of disconnectedness. 

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Client stories

Digital transformation at Red Eléctrica de España

Red Eléctrica de España (REE), a Spanish utilities company, needed to increase its flexibility and efficiency to comply with an international treaty on climate change. Its newly unified IT department (DTI) spearheaded a digital transformation with the following components: assess current employees’ competence, anticipate talent development needs, and promote a cultural shift towards active, continuous learning. 

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Client stories

Increasing agility for a healthcare organization’s HR department

The world’s leading children’s hospital sought to improve its HR department’s ability to develop and retain top medical talent. To counter frustrations caused by the hospital’s recent exponential growth, HR recognized the need for a clear service strategy, as well as greater flexibility in the interpretation of policy.

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