Accelerating and piloting digital transformation

Become a key player in the digital transformation of your company or organisation with the support of our teams.

Ensuring your digital transformation is a success means:

  • taking a path which is compatible with a vision projecting at the very least into the mid-term
  • optimising your business model (additional revenue/reducing costs)
  • defining new services which create more value for the end customer
  • aligning marketing, sales, organisation, processes and the IS with the strategic project

To achieve this, you will need to adapt the governance, design new processes, choose the most effective technologies, manage the information system, develop skills and project methodologies, design optimised interfaces and user journeys, coordinate change, industrialise the deployment of digital, and so on.

Our teams have developed methodologies and tools to help you master these challenges, from strategic thinking to operational support.

We work on your strategic, functional, technical and organisational issues.

Depending on your needs, these interventions can be carried out on an ad hoc basis or as a fully comprehensive process coordination, from identifying the issue to the operational implementation and industrialisation of the solution:

Predictiveanalysis new

Defining the objectives, resources and constraints

Auditing what is already in place, “Digicheck” digital maturity diagnosis, assessing the IS

Designing digital transformation programmes

Opportunity study, guidance, specifying requirements

Bigdata new

Implementing and managing your digital transformation

Project management (agile or V-model methods)

Support with change management, coaching

Transition management & technological advice

Our assignments can be carried out on your premises or ours, by mobilising a multidisciplinary team or by simply delegating a single consultant.

Many customers appreciate the flexibility and performance which our service centres offer, in that they bring together exclusively dedicated resources.

To find out more about our organisation via our 4 best practices, read the “SQLI Consulting” pages on

Here are a few examples of how our teams were able to facilitate and accelerate the digital transformation of some companies and organisations:

Servicialisation, digitalisation and networking

How do you create value for your customers with a new business model?

« Servicialisation », dématérialisation et mise en réseaux

Annually, “The Oil and Gas Year” organisation published and sold books analysing the fossil fuel sector on an international scale. However, in an era of continuous news and social networks, this business model had become outdated.

The publisher had also lost control of the information provided in their books, following the takeover and circulation of data via a low-cost workforce based in India.

The SQLI Consulting teams and the publisher together thought about establishing an electronic publication platform, which would make it possible to replace the sale of paper books. Moreover, this unique, qualitative, specialised and organised information, developed from a sector-based perspective, and including dynamic maps, could justify a completely profitable subscription price.

The possibility of entering into contact with other key individuals in the oil sector through a social network was also identified as a way of providing additional added value to the new product.

To successfully conclude this ambitious project, the publisher’s internal organisation had to be transformed. This involved, amongst other things, hiring new personnel and significantly improving the managing team’s digital skills. SQLI Consulting teams specialise in change management and therefore assisted the customer in this area.

The platform recommended by the Consulting group was created, designed and developed entirely by the WAX and SQLI teams.

Result: The publisher has seen their turnover increase by 30% in a context in which oil prices are dropping! The company’s business was thus able to be sustained.


Creating a B-to-B e-commerce marketplace

What strategy should you adopt and what IS and HR investments should be made?

Création d’une market-place, e-commerce b-to-b

A leading player offering a very wide range of services and products to companies wanted to clarify its e-commerce strategy.

The SQLI Consulting teams began by helping them to define their value proposition for their customer companies, as well as their future marketplace offer.

In following, the customer journey was developed, from the brand’s portal right through to carrying out a transaction in the marketplace.

Having defined the architecture of the services, our technical teams were able to design a platform that would support the new system.

Before signing up, the customer wanted to know the anticipated costs of the investments, especially in terms of human resources. Thanks to their experience, the SQLI Consulting teams were able to assess the skills required, and then estimate, position by position, the number of FTEs required as well as their cost.

After the opportunity dossier delivered to the steering committee by our consultants was approved, we were able to draft the specifications.

The synergy between direct customer relations and distribution by agents

How can you transform data flows into commercial leverage?

Synergie entre relations clients en direct et distribution par agents

A general insurance group had set up a whole range of online services for potential and end customers, including simulators, customised quotes, express rates, various emergency services, etc.

In addition to the noticeable added value for the user, these services generate a large amount of customer data, and above all commercial opportunities that could be immediately exploited. Unfortunately, the agents in charge of exploiting these opportunities could not easily access this data and these opportunities.

The SQLI Consulting teams were able to identify the problems and suggest solutions. “Quick-wins” were implemented initially, such as integrating “the online agency” into the agents’ tools for example.

As a mid-term objective, an overhaul of the agents’ digital eco-system would be essential. To prepare for this, our consultants designed the agent’s future journey before carrying out an impact assessment of the new features.

Involving citizens in highly technical decision making

How do you manage a consultation process involving infrastructure with a complex impact?

Impliquer les citoyens dans des prises de décision à haute technicité

The SQLI Consulting teams assisted SNCF Réseau to develop several interface concepts including a fun simulator. This simulator featured a project leader who has to choose developments, each of which has benefits in terms of speed and frequency, but also financial, environmental and ecological costs. A consultation file presenting the choices drafted by SQLI Consulting enabled SNCF Réseau to obtain approval from policy makers to develop a simulator like this one. Our consultants then supervised the design and production of the LNOBPL simulator created by WAX.

Result: The simulator has prompted a large number of citizens and other stakeholders to state their preferences and priorities in terms of the railway development. The tool-related forum has received hundreds of contributions.

The simulator won awards at the Trophées de la Transformation Numérique 2017 (Digital Transformation Awards 2017), awarded by “Solutions Numériques”, and the Trophée de la Réussite SNCF Réseau (SNCF Réseau Success Award).

Better control of IS projects with an agile and BizDevOps approach

How do we halve costs and improve internal customers’ satisfaction?

A large international banking group’s IT department defined its objective as drastically reducing development and maintenance costs by 2020. The percentage of projects which have exceeded deadlines or costs by more than 10% should not go over 20%. The satisfaction of internal customers and staff also needed to be increased at the same time.

The SQLI Consulting teams assist customers to transform their organisations and steer them towards increased agility: the aim of managing at least 20% of projects in agile mode by 2020 would certainly be reached well before this date.

It was also clear that to enhance control over costs and deadlines, only a DevOps approach – and ultimately BizDevOps – would make it possible to achieve the required speed of development and increase responsiveness to address the needs of jobs and the market. Our teams of DevOps coaches therefore ran a campaign to get feedback and raise awareness among those in roles facing this challenge: these individuals would need to prepare for their role to be transformed and to acquire new skills, particularly technical ones.

To stimulate innovation, a project incubator programme was set up. Some of the emerging ideas based around 8 themes were developed straight away and others went through an incubation period of approximately two months. To do this, the SQLI consultants form a small multidisciplinary team that is reconfigured as needs evolve.

Working with just-in-time procedures in line with the principle of “design thinking”, diverse individuals with profiles such as agile coaches, technical experts, consultants and UX designers (WAX) then cooperate with staff in the IT department to create a prototype


A structured approach based on collective intelligence

Innovation as a group in order to define new products, digital services or unblock tricky situations

Methodology in 5 days, from understanding the issue to developing a POC submitted to users

Link to the computer graphics (FR)

Consulting at SQLI in numbers

More than 200 customers assisted since we began

4 sites (Paris, Lyon, Toulouse, Geneva)

Interventions in Europe, the Maghreb and West Africa

14 reference works written by our consultants

They trust us: