*the data in the financial analysis are based on wipro and avasant benchmarks while short-term cost...
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WWW.WIPRO . COM
Brian AllattManaging Director of Wipro Solutions Canada
Edward Wilson-SmythePrincipal & Practice Lead, Avasant Digital, Avasant LLC
REDUCING THE COST OF DOING BUSINESSWITH ZERO COST TRANSFORMATION™
HOW PROGRESSIVE OIL & GAS COMPANIES AREINNOVATING IN CHALLENGING TIMES
OUT OF ADVERSITY COMES OPPORTUNITYBENJAMIN FRANKLIN
PLEASE GOD, LET THERE BE ANOTHER OIL BOOM. I PROMISE NOT TO P--- IT ALL AWAY THIS TIME. ICONIC ALBERTA BUMPERSTICKER FROM THE 1980’SOIL SLUMP
TABLE OF CONTENTS
Alberta Oil & Gas: High Competitive Stakes
Cost Cutting Our Way to Long-term Crisis
From Short-term Crisis to Long-term Opportunity
Zero Cost Transformation™
Zero Cost Transformation™ by the Numbers
Zero Cost Transformation™ in Action for Oil & Gas
Zero Cost Transformation™ - Wipro Case Studies
Collaborative Work Environment (CWE)
Data Management
Is Today a Crisis or an Opportunity?
Contact Us
The Authors
Wipro Ltd.
Avasant LLC
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ALBERTA OIL & GAS: HIGH COMPETITIVE STAKESNo one needs to tell Alberta oil & gas producers about the challenges they face. All are very aware that there’s limited access to broader markets, uncertainties due to shifting political landscapes, complex and time-intensive environmental and regulatory approvals and assessments, increasing capital and labour costs, and labour shortages.
When West Texas Intermediate crude is trading at $100 US per barrel, these challenges are often the cost of doing business and only require fortitude, resolve and money. At $55-$60 US per barrel, many companies scale back by reducing capital spending and head count, and implement cost management measures as a short-term response.
COST CUTTING THE WAY TO LONG-TERM CRISISThe action that many oil & gas companies have taken today is the time-worn combination of cost-cutting across the enterprise, and reducing or eliminating “discretionary” spend on “non-core” operations. Despite short-term savings, this approach typically leads to the deferral or cancellation of critical innovations which can impact the cost profile and cost competitiveness at a much more fundamental level than the cost-cutting initiatives.
When traditional approaches to technology investment and innovation require a significant up-front investment with the potential returns 3-5 years off, and a 65% failure rate in realizing these benefits, cutting these costs is a logical response to the all too common limitations and poor track record of technology solutions and relationships.
But companies do so at the risk of falling behind their regional and global competitors. These organizations do not benefit from rapid technology innovations, and the cost to modernize and innovate increases exponentially with the accumulation of “capital deficit” leading to sharp rise in costs once economic conditions improve. Examples of this classic boom-and-bust model are common across the industry.
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This cycle is best illustrated by two indicators of business competitiveness: technology obsolescence and business innovation.
o Technology obsolescence – More than 40% of all technologies used in oil & gas companies require immediate correction to address critical risks on operational reliability. However, in the current economic climate, technology lifecycle management is the first “discretionary” effort to be eliminated, perpetuating obsolescence issues and adding significantly higher costs for the implementation of any future initiatives.
o Business innovation – The combination of advanced analytics and networked intelligent devices can drive significant and permanent reductions in operational costs across extraction and maintenance operations, while improving reliability and safety. This means reduced costs and greater margins during oil price fluctuations. When these initiatives are deferred or cancelled, operations are unable to benefit from these significant long-term savings and become further structurally uncompetitive relative to those who continue to invest.
The fundamental challenge for oil & gas companies, especially in Alberta, will be the need to drive sharp reductions in costs across all parts of their operations, while maintaining the innovation necessary to continue growth and competitiveness. Current approaches will not suffice.
FROM SHORT-TERM CRISIS TO LONG-TERM OPPORTUNITY
The path to long-term stability and profitability for oil & gas companies is to continuously innovate core business operations and modernize technologies so as to reduce or eliminate investments in technology and business initiatives, and drive business benefits regardless of economic cycle pressures.
How can this apparent contradiction between innovation and cost reduction be reconciled? By way of three converging forces which reduce or eliminate one-time costs of innovation while driving deep impacts on business operations:
o Leveraging standardized technology platforms - The cost of standard technology platforms is significantly lower than traditional application and infrastructure models, thus reducing maintenance and support costs.
o Exploiting new technology for business advantage - The impact of technology innovation on core business operations is exponentially greater than what was possible a decade ago, and technology is rightly seen as critical to business outcomes rather than supporting ancillary functions.
o Reducing or eliminating large one-time investments - Leading technology companies and service providers increasingly see the reduction or elimination of one-time costs and compensation based on tangible client business impacts as the norm, rather than the exception, in business relationships.
These three elements are the at the core of Zero Cost Transformation™* – a business model which reduces or eliminates initial investments and links risk and benefit-sharing directly to business outcomes delivered by innovations.
While this need is aggravated during challenging economic periods, it provides a superior approach at all times to the abysmal track record of traditional technology projects, where close to two-thirds fail to meet scope, cost or schedule objectives, where the average overrun is 50%, where less than 50% meet business objectives, and where 20% of projects are cancelled mid-stream.
Zero Cost Transformation™ provides not only a superior model to traditional approaches, but is the way forward for continued competitive advantage for oil & gas companies in the face of significant economic uncertainty and financial pressures.
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* Zero Cost Transformation™ is a Trademark of Avasant
ZERO COST TRANSFORMATION™
Zero Cost Transformation™, in its simplest sense, reduces the up-front capital investment in business and technology transformation required by companies, making it easier to plan and execute initiatives that simultaneously address long-term technology obsolescence and support the rapid pace of adoption required to support technology-driven innovation.
While some capital investment is inevitable in any transformation, companies can reduce this significantly, and in some cases completely, by relying on standard platforms for processes and services, moving away from traditional asset/license-based models for the technology that enables these capabilities, and entering into strategic partnerships with providers based on long-term realization of business value.
The future partnership models driven by Zero Cost Transformation™ provide clients with significant advantages over traditional models, based on:
o Defining technology and business initiatives aligned to business capabilities, with a direct linkage to business outcomes.
o Minimizing or eliminating initial capital costs to implement technology and business initiatives, based on a combination of standard platforms and Wipro’s investment in innovation.
o Reducing or eliminating capital expenditures on technology lifecycle management and ongoing technology improvements, through the migration to standard platforms.
o Migrating as much of the business capabilities and related technologies costs to predictable operating expenses which are linked to business metrics, not to technology inputs.
o The option of linking the cost of technology and business initiatives to tangible client business outcomes and gain-sharing of these business benefits.
For Zero Cost Transformation™ to demonstrate its true benefits, the focus needs to be on defining value beyond traditional IT cost savings and efficiencies, with a view to the impact of technology-driven innovations on business process efficiencies and operational reliability. The potential of this digital ecosystem to generate value, both in terms of cost reductions and improved operational reliability, is exponentially greater than any short-term focus on IT cost reduction alone.
Canadian oil & gas companies can turn adversity into opportunity by structuring Digital Ecosystem Partnerships™* that focus on minimal to zero up-front client investment in innovation initiatives, value generation through fundamental impacts on operational costs and reliability, and a commercial model that aligns incentives between the client and the appropriate business and IT partner based on tangible business value delivered to the client.
As a result of minimal or no up-front investment and a relationship focused on tangible value delivered by the right initiatives, clients can have a higher reassurance of the potential benefits in business cases being realized through the transformation, and a commercial model that aligns objectives at all stages of the relationship.
ZERO COST TRANSFORMATION™ BY THE NUMBERS
The true value of Zero Cost Transformation™ is driven home in a comparison of the three possible responses by oil & gas companies to the recent economic and regulatory challenges:
o Short-term cost reduction, which may reduce current costs but delays critical innovation, and drives up long-term costs due to the accumulation of capital deficit.
o Traditional innovation and transformation, which is infeasible due to substantial up-front capital investment, long lead times, and poor track record of providing future benefits.
03* Digital Ecosystem Partnerships™ is a Trademark of Avasant
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IT OPEX IT CAPEX NET COSTS
Figure 1. Ten Year Financial Impact – Short-Term Cost Reductions Focus (in Millions)
The same company can take a traditional transformation approach. This can entail $100M in additional IT investment to drive 30-35% savings across IT and business operations after a 2-3 year implementation of these initiatives, with benefits starting in the second year.
Assuming initiatives that target all IT operations ($100 million spend) and also impact only a small part of core business operations that comprise $200 million in annual costs (only 4% of total revenues, or roughly 8-10% of total business operating costs, this can lead to a $35 million savings in IT costs and $70 million savings in business operations.
These incremental IT investments in traditional technologies, however, will add $10M in ongoing IT costs and $10M in ongoing capital expenditures, due to the need for operational support and lifecycle management, thus offsetting a significant part of the business and IT savings.
In the current environment, this large up-front capital investment is not feasible, regardless of the longer-term business benefits. [Figure 2]
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o Zero Cost Transformation™ which enables ongoing innovation with limited or no up-front investment and a joint focus by clients and providers on tangible business benefits.
For a representative company with $5 billion in revenues, the Information Technology costs are $150 million a year, with $100 million of operating expenses (opex) and $50 million of projects (capex).*
Even with the most aggressive short-term cost-reduction focus, this company may be able to reduce operating costs by 25% by renegotiating contracts and greater offshore leverage, and to reduce projects by close to 40% by deferring “discretionary” spend.
The annual savings driven by IT, in a best-case scenario, can be $50 million a year (split equally between opex and capex), or 33% of total IT spend, starting within the first year. However, these savings comprise only 1% of total revenues.
After a five-year period of low-cost focus, the accumulated capital deficit due to cancelled and deferred projects will lead to incremental capital expenditures of approximately $20 million a year just to refresh obsolete assets, let alone execute innovation, which will in turn add to operating expenses over time.
*The data in the financial analysis are based on Wipro and Avasant benchmarks
While short-term cost cutting can reduce IT costs significantly over a 3-5 year period, the need for lifecycle management manifests itself in higher future costs which restore the cost profile to pre-reduction levels, or even higher. Additionally, there are no business-related benefits from these cost-reductions, rendering them short term and unsustainable in nature.
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IT Opex IT Capex Business Benefits Project Costs Net Costs
Figure 2. Ten Year Financial Impact – Traditional Transformation Approach (in Millions)
With a Zero Cost Transformation™ approach, the same company can implement the initiatives over a 6-18 month period by leveraging a combination of standard platforms and provider investment, with some of the benefits starting in the first year.
This can lead to a similar total $105 million a year in savings across IT and business operations, and a net $80 million savings accruing to the company after the gain-share compensation to the provider (typically 20-25% of tangible business value delivered). The use of hybrid cloud and standard platforms does not add to ongoing IT costs, compared to the traditional transformation approaches above.
Over a 10-year period, the Zero Cost Transformation™ approach drives significant and sustained cost savings across business and IT while ensuring ongoing innovation, with the total net cost of IT being shifted to a more sustainable lower cost level. [Figure 3]
Traditional approaches to transformation require significant up front investment of capital. While these initiatives can impact both IT costs and business operations, the initial investment, long lead time for realization of benefits, and increase in lifecycle IT costs due to the investment, make this approach infeasible during economic down turns.
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Net Costs
Figure 3. Ten Year Financial Impact – Zero Cost Transformation™ (in Millions)
Zero-Cost TransformationTM approaches can reduce the one-time cost of innovation and accelerate the realization of benefits significantly, and as a result provides an approach for sustained IT cost reduction and operations effectiveness with little or no up-front investment. In many cases, the benefits can start accruing in the first year.
When comparing the cumulative impact on IT and business costs over the 10-year period, less any incremental technology investments and vendor compensation, the Zero Cost Transformation™ approach clearly provides the highest benefits while reducing up-front costs in innovation. The short-term cost-reduction approach plateaus and, over time, even starts reducing the cumulative benefits, while the up-front investment required by the traditional transformation approach makes it infeasible in the current economic environment. [Figure 4]
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Figure 4. Ten Year Financial Impact – Cumulative Net Value vs. Current (in Millions)
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Cost Reduction Traditional Transformation Zero Cost TransformationTM
Compared to the short-term cost impact of IT cost cutting measures, and the high investment and long lead times for traditional approaches to innovation, Zero Cost TransformationTM can provide immediate value comparable to cost cutting measures, while positioning the organization for sustained value creation across IT and business operations.
EXAMPLE DESCRIPTION BENEFITS INDICATIVE SAVINGS
CollaborativeWork Environment (CWE)
o Improved communication across disciplines and locations breaks down siloes, creating an environment of increased trust, co-operation and effective decision making
o Easy access to the right data ensures a common understanding of field, leading to better planning, quicker decisions and timely execution
o Effective and efficient decision making ultimately leads to better planning, reduced deferment, increased production and cost reductions
o Process standardization introduces operational savings
o 1-5 % overall production increases at each asset
o Value creation in the region of $5-10 million at individual assets in a single year
o For one major super-major, 60 % of upstream production is managed through these environments, which has yields $100m in savings annually
o CWE supports cross-organization collaborative decision making and management processes to help streamline operations and optimize production
o CWE combines revised ways-of-working with collaborative tools and applications in a specially designed physical and virtual environment
o Wipro has delivered 100+ CWE environments across Brownfield / Greenfield assets globally, including the world’s first floating liquefied natural gas (FLNG)
Petro-technical Global Data Management
o Services based on process and service catalog standardization improve productivity
o Geography and domain based service lines provide economies of scale
o Local and remote resourcing model facilitates business user interaction while reducing service costs
o Geoscience data managers cover multiple sites, optimizing utilization during demand peaks and troughs
o Access to wider, trained techno-domain
o Step change in client geoscientists productivity of 20 %
o Immediate process improvement cost reduction of 10-15 %
o Delivery model provides 20 % savings of the
resource cost by 1st year
o Resource optimization savings of 5-7 % on average on year to year basis
o PGDM uses defined standards, processes and SLAs to manage data more effectively and deliver consistent, high quality data to client geoscientists to enable them to make faster business decisions
o Wipro has delivered a comprehensive program to a super major for the past 10 years
Application Rationalization and Portfolio Management
o Productivity improvements in client business process through standardized applications and processes
o A cohesive interoperable application portfolio with significant reduction in portfolio operational costs
o Standardized portfolio-provided productivity gains of 15-20 %
o Target reduction of 25-30 % of portfolio license and operating costs
o APR and Portfolio Management identifies cost savings for implementation through assessments, analysis and development of prioritized roadmaps by experienced Wipro E&P domain specialists
ZERO COST TRANSFORMATION™ IN ACTION FOR OIL & GAS
To understand the transformational impact and value that progressive oil & gas companies in Alberta and around the world are realizing throughthis approach, it’s important to look at the benefits and indicative savings realized using real solution examples.
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EXAMPLE DESCRIPTION BENEFITS INDICATIVE SAVINGSo Implementation includes
levers such as license reductions and retirements, software and process standardization, support consolidation and managed services
o Successfully delivered this service to a large Middle East based NOC
o Application platform standardization
Real Time Drilling Monitoring and Predictive Analytics - Decision Support
o The platform alerted on several potential real time drilling hazards and suggested mitigation techniques
o Remote Wipro SMEs guide onsite teams
o Operational safety improvement through partially remote work
o Reduction in NPT delivers upward of $40,000 per lost drilling day
o Remote SME access provides significant productivity improvement in decision making
o Real time drilling data visualization and predictive analytics platforms that reduce decision making cycles using remote experts, reduce nonproductive time (NPT) - thus delivering significant economic savings. The same concept is applied to production operations
o Successfully pilot for a leading NOC at a land based drilling program on India’s east coast
Geoscience 3D Visualization Anywhere – Desktop Virtualization
o Reduce Infrastructure Cost; avoid CAPEX costs for physical workstation procurement, deployment and maintenance / operational costs and move to OPEX model – “per user per workstation per month” cost
o Increased Mobility for Geological and Geophysical workforce
o Virtual workstations enable better security compliance
o Multi-million annual dollar gains in geoscience professional productivity at typical companies
o Indicative 15-20 % savings in end-user desktop deployment and support costs for large scale deployments
o GPU powered high performance 3D Geoscience desktops deployed in a Virtual Desktop. Replace physical workstations with virtual workstations (VDI) using Wipro’s “3D Visualization Anywhere” and VirtuaDeskTM. With a Central hosted private Cloud; CitrixXen - the solution moves petro-tech applications closer to needed data
ZERO COST TRANSFORMATION™ - WIPRO CASE STUDIES
Wipro Limited works across the oil & gas value chain, providing solutions that work on a low-up-front cost model. The solutions
COLLABORATIVE WORK ENVIRONMENT (CWE)A global oil and gas client faced issues in the upstream production area. These included increasing operating costs, increasing production deferment and increases in the maintenance backlog. The client was also focused on health, safety, security and environmental outcomes. The vision was to create a step change in productivity, increased production, revenue and corporate stewardship by improving business process and working collaboratively from any location.
deliver business savings and enhanced output resulting from a combination of people, process and technology interaction.
Application Rationalization and Portfolio Management (continued)
The annual cumulative benefits totalled several hundred million dollars with 1-5% production gains in individual assets, and with a step change in the productivity of client teams.
The Zero Cost Transformation™ scenario enabled a non-traditional partnership between an oil & gas company and their business IT solution provider to position a business case that allowed for incremental transformation without the traditional up-front costs. The operational and cost-savings benefits of implementing a CWE solution also means the business is positioned and able to continue additional transformation efforts.
DATA MANAGEMENT
Another oil & gas super major wanted to transform their data management function to enhance efficiency while ensuring data quality and access all at lower costs. They were looking for an incremental change so as to keep project costs and operational impact down.
They worked with Wipro to determine priority outcomes and timelines that would get the best value over time and thus securing buy-in from project sponsors. By taking into account the client’s business needs, client staff, heritage systems, and transition requirements, Wipro and the client worked together to successfully deliver and execute a step wise transformational managed service plan that met all the requirements of the project, business and the sponsors.
The project has evolved to a larger incremental, transformative project over the last 10 years and now covers seven global sites.
Wipro designed and delivered a standardized Collaborative Work Environment (CWE) solution using a centralized governance model and a global delivery team. This solution is centered on:
o Processes (more effective ways of working)
o People (enabling cross discipline and dispersed teams to collaborate effectively)
o Technology (ready access to data and information through analytical and productivity tools)
o Facilities (physical rooms and audio video tools build to enhance teamwork and decision making)
Key transformational benefits of the CWE program included:
o Production gains
o Reduction in unscheduled production deferments
o Increased availability
o Reduction in operating costs and reduced HSSE exposure
o Accelerated decision making through cross discipline collaboration
o Improvement in staff morale and motivation
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Wipro’s Upstream Data Managed Services Solution analyzes clients’ existing data management maturity, then models cost savings and increased productivity through process improvements like contextual service desks and quicker delivery of quality-checked data to geoscientists using defined service catalogs. The result of this low capital cost solution is significant improvements in client geoscientist productivity, leveraged by Wipro’s trained geological and geophysical staff, efficiently delivering quality upstream data to client platforms using a mix of process and technology innovation.
Wipro’s CWE Solution is a
collaborative decision making
environment supported by
efficient and integrated
business process design and
implementation. Cross
disciplinary teams use this
solution to make decisions
faster and more accurately
and it provides benefits like
decreased downtime and
increased production.
Outcomes include:
o Increased client revenue due to improved data cycle times
o Lower cost of services
o Access to quality controlled and validated data
o Streamlining of business processes
o Reduced client spend and better decision making due to better data visibility
o Increased client geoscientist productivity
o Elimination of duplications
o Continued business process improvement through ongoing initiatives
These transformative benefits were realized without major disruption or traditional large, up-front capital costs.
The Zero Cost Transformation™ approach enabled a phased transformational project that resulted in low project costs, faster ROI and easy adaptability to new technologies and processes. The result made the client more competitive, efficient and profitable.
IS TODAY A CRISIS OR AN OPPORTUNITY?
Today, many Alberta and global oil & gas companies are focusing on cutting discretionary spend and non-core operations costs while they wait for the price of oil to climb once again. However, these challenging times provide an ideal environment to improve efficiencies and reduce the real operational costs that disproportionately drive the cost of doing business and determine long-term competitiveness.
Zero Cost Transformation™ enables organizations to quickly begin transforming their business operations and processes without the traditional up-front financial investment. Organizations can now incrementally adopt latest technologies and best practices, and be ready to integrate new ones, without the barrier to entry that have traditionally prevented innovation during economic downturns.
With Zero Cost Transformation™, one could say that now is the best time to drive innovation for fundamental and sustainable cost reduction. When the price of oil climbs, there won’t be time to find operational efficiencies, and companies will have wasted time and significant costs finding interim solutions. Progressive companies will have weathered the challenging times and will emerge stronger, more resilient and able to better benefit from the upswing because of their ongoing transformational evolution.
FOR MORE INFORMATION:Contact info - [email protected]
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The authors wish to thank Kelly Service, Global ENU Marketing, Wipro, George Irwin, Director – Business Development, Wipro, Harpal Parmar, Practice Partner – Energy, Wipro, and Rachit Bhagat, Senior Consultant, Avasant, for their contributions to this document.
THE AUTHORS
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Brian Allatt – An Engineer by background, Brian has a career in IT spanning 30 years. The last 9 years have been with Wipro serving as the Global Client Partner for Shell and since August 2014, serving as the Managing Director of Wipro Solutions Canada as well as the Client Partner for Alberta-based ATCO. His responsibility covers all aspects of Wipro’s business from strategic planning to fulfilment.
Brian’s strengths are in applying new technology to create value for clients. He has experience of delivering innovative solutions that capitalize on the opportunities offered by new technology. Recently, Wipro established a new business, Wipro Digital, which is engaging with local Alberta businesses who want to benefit from all that the new digital era offers.
Prior to Wipro, Brian worked for IBM and Accenture in partner-level positions. Assignments include building IBM Global Services in his native Scotland where he worked closely with the O&G sector in Aberdeen, and developing IBM’s outsourcing business in Nordics. He holds a BSc in Mechanical Engineering from the University of Newcastle-upon-Tyne, and a Diploma in Management from Henley Management College.
Brian Allatt
Managing Director of
Wipro Solutions Canada
Edward Wilson-Smythe – Edward is a Principal in Avasant and the practice leader for Avasant Digital. He has more than 20 years of consulting and management experience spanning every major global market and region, with a proven track record of advising CxO-level clients and senior Government policy makers develop and execute digital business strategies that enable Digital Business and accelerate the Digital Economy. Edward's particular area of interest is the interplay between emerging technologies and the socioeconomic impact of digital business models, including business strategies driven by digital value chains, alternative models of commerce and definitions of economic value, and digital ecosystems at the corporate, institutional, social and community levels. He is a pioneer in developing and applying partnership and ecosystem frameworks to emerging business models such as digital business enablement and technology-driven business transformation. As part of his work, Edward has lived, worked in and visited more than 75 countries, developing a unique perspective on economic, political and social trends and their impact on longer-term business planning and socioeconomic development. He is an acknowledged thought leader, prolific author and speaker on topics related digital business strategy, enterprise transformation and broader socioeconomic impacts of the Digital Age.
Edward Wilson-Smythe
Principal & Practice Lead,
Avasant Digital, Avasant LLC
Wipro Ltd (NYSE:WIT) is a global information technology, consulting and outsourcing company with 158,217 employees serving clients in 175+ cities across 6 continents. The company posted revenues of $7.5 billion for the financial year ended Mar 31, 2015.
Wipro helps customers do business better by leveraging our industry-wide experience, deep technology expertise, comprehensive portfolio of services and vertically aligned business model. Our 55+ dedicated emerging technologies ‘Centers of Excellence’ enable us to harness the latest technology for delivering business capability to our clients.
Wipro is globally recognized for its innovative approach towards delivering business value and its commitment to sustainability. Wipro champions optimized utilization of natural resources, capital and talent. Today we are a trusted partner of choice for global businesses looking to ‘differentiate at the front’ and ‘standardize at the core’ through technology interventions.
WIPRO LTD
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In today’s world, organizations will have to rapidly reengineer themselves and be more responsive to changing customer needs. Wipro is well positioned to be a partner and co-innovator to businesses in their transformation journey, identify new growth opportunities and facilitate their foray into new sectors and markets.
For more information about Wipro, please visit www.wipro.com
AVASANT LLC
With its headquarters in Los Angeles, California, Avasant is a leading management consulting firm providing digital transformation, sourcing advisory and globalization services to Fortune 1000 clients around the world. Our talented team of consultants, technologists and lawyers average 20 years of industry-honed experience and have conducted 1,000+ engagements in over 40 countries worldwide. Avasant drives customer value through the use of its proprietary consulting and advisory methods, which have been refined over decades of real world transaction and engagement experience. The combination of world-class resources and cross-industry experience enables Avasant to yield superior business outcomes for its global clients across four primary domains: Digital, Business & IT Transformation, Strategic Sourcing and Globalization Advisory.
For more information about Avasant, please visit www.avasant.com
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