How industry-specific technology drives digital transformation and business growth

Driving business growth through digital transformation strategy

In today’s fast-evolving business landscape, companies increasingly understand that applications and platform technology are key drivers for enhancing performance, elevating customer experiences, and securing predictable profitability. Yet, despite these clear advantages, industry studies have shown that as many as 70% of transformation projects fail to deliver the expected results. So, how can organisations improve their success rate?

Why industry-specific digital transformation matters

At a recent event, Infor™ Velocity Day- Bengaluru, India, I shared my conviction that focusing on industry specifics—not just broad sectors, but also micro-vertical capabilities—is the secret to reducing risks and accelerating value realisation.

Micro-Vertical Specialisation

For example, understanding the nuanced differences between an Industrial Machinery & Equipment company and a Plastics Fabricator helps us design solutions that are truly industry-complete, bringing us closer to your unique business needs.

Closing the value void: Insights from global research

Our global research initiative, How Possible Happens, examined platform technologies and revealed a significant gap—what we call the 'value void'.

The four pillars of transformation

Fortunately, the study also identified what sets successful organisations apart, centred around four key pillars:

• Bulletproof processes
• Agility and future readiness
• A culture of data
  
• Customer obsession

Process optimisation for industry transformation

Understanding end-to-end business activities tailored to an industry micro-vertical is the foundation for bulletproof processes. We start with a standardised process framework, available through our Industry CloudSuite and Process Catalog. This foundation is flexible enough to adapt and extend, helping your organisation differentiate itself without the usual disruption.

From this baseline, Process Intelligence tools reveal underperforming areas and bottlenecks, enabling rapid diagnosis. This insight helps determine whether additional change management, training, automation, or new workflows are needed for operational agility.

Embracing agility for future readiness

Industries don’t stand still, and neither should your processes. Our approach includes the ability to swiftly adapt internal or inter-company processes and onboard acquisitions seamlessly, enhancing organisational agility. Hearing customers affirm the success of this approach during a panel discussion at the event was a powerful validation.

Cultivating a culture of data

A single source of truth is critical. Managing data within one integrated system — instead of scattered third-party tools or isolated spreadsheets—simplifies decision-making. As Industry 4.0 and smart factory adoption grows, companies generate massive data volumes that demand interoperability and proven AI/ML applications.

With these capabilities, organisations can rapidly deploy cutting-edge technologies, including Generative AI, empowering employees with better insights and faster, smarter decisions.

Customer-centric digital transformation success stories

Ultimately, all these elements lead to one goal: delighting customers. Take, for example, Xpress Boats. By focusing on customer commitment and combining bulletproof processes, agility, and a strong data culture, they’ve been able to quickly identify bottlenecks, maintain production quality, and ensure predictable deliveries—all enhancing their customer experience.

Overcoming supply chain disruptions with automation workflows

If your business faces challenges like supply chain disruptions, skilled labour shortages, and rising customer expectations, there’s no better time to act. Start with an industry-specific foundation delivered quickly, then unlock even greater potential with the latest platform technologies.

The time is now: Lead your business transformation

The early adopters have already proved the benefit—so you don’t have to be first, but you can’t afford to be last.