Bricks, Mortar

and Digital
Transformation

Exploring the benefits of digital

transformation within the construction
industry and the challenges it poses.
Welcome
Executive
summary
Our study, ‘Bricks, Mortar and Digital Transformation’ found that:
Four in five (83%)
of construction companies have
either completed a digital transformation
project or have one currently underway.
One in 10 (8%)
SMEs are at risk of being left behind
by not planning to implement a digital
transformation project at all.
Two-fifths (44%)
of construction companies claim to have
already completed their digital transformation.
Half (50%)
also claim that digital transformation has
enabled increased collaboration across the
supply chain stemming from streamlined
communication and networking.
2 Executive Summary
Two-fifths (42%)
of construction companies believe that
the role of IT leadership is likely to change to
one with less internal building of services.
Over Half (55%)
of larger construction companies are
using artificial intelligence, double the
number of construction SMEs (28%).
Half (49%)
of respondents recognise streamlining
processes as vital, realising customers
expect efficient, simplified processes that
are neither time nor process heavy.
Contents
Executive summary 2
Foreword 4
The current state of play 6
What is Industry 4.0? 8
Digital transformation: the benefits 12
The enablers and challenges 14
A blueprint for the future 17
• Technology 18
• Culture 20
Conclusion 22
Contents 3
Welcome

Foreword
From AI-powered cars to internet-enabled fridges,
hardly a day goes by without tech innovation impacting
our lives in new ways. What’s more, according to Tech
Nation’s 2018 report, technology is expanding 2.6 times
faster than the rest of the UK economy; currently worth
nearly £184 billion.†

Worldwide spending on digital transformation
technologies alone could nearly break the USD
Organisations across all sectors are embarking
on digital transformation programmes in search of
competitive advantage, efficiency and more. In fact,
the rise of technology in organisations is often referred
to as the fourth industrial revolution, or Industry
4.0. It’s such big business that IDC has predicted
that worldwide spending on digital transformation
technologies alone could nearly break the USD 2
trillion mark by 2022.
Mark Farmer’s landmark report in 2016, ‘Modernise
or Die’, provided a damning insight into the state
of the UK construction sector highlighting its failure
Yet, while digital transformation can improve
construction industry processes from the inside out,
it does come with risks. It can be a disruptive activity
that has a large knock-on effect on policies, processes
and procedures, which companies are sometimes not
prepared for. Without buy-in from across the business,
a solid strategy and a team of experts to drive digital
transformation, failed projects are a real possibility.
One study amongst global businesses stated that
failed projects can cost an average of USD 655,000
to the bottom line.
At Zen we commissioned the research to explore

2 trillion
to innovate as a serious threat. Off the back of this the current state of play when it comes to digital
the Construction Leadership Council published its transformation within the construction industry,
construction sector deal last year with a focus on polling 100 IT decision makers across the construction

mark by transforming construction through a ‘bytes and mortar’

approach to smart construction.
sector. We interviewed a spectrum of construction
professionals from engineers to house builders and

2022
architects to sub-contractors, to learn about their
* Traditionally slow to adopt change, the construction
experiences, aspirations and challenges when it comes
sector has had to start looking at digital
to implementing a digital transformation project.
transformation; whether that’s through streamlining
schedules, improving workflows through real-time As with any industry, digital transformation is crucial
collaboration, or ensuring that the necessary for the key players in the construction sector that
Failed projects can cost an
average of USD connectivity is available to all users, wherever they are. want to remain competitive and relevant. If there’s

655,000
**
* https://www.idc.com/getdoc.jsp?containerId=prUS44440318
** https://www.prnewswire.com/news-releases/businesses-struggle-to-
deliver-on-digital-losing-655000-per-failed-project-300538900.html
With sites often spread across the country smarter use one key take away from this report, it is that digital
of new technology stands to revolutionise the industry. transformation is a continual journey, which should
never be viewed as complete. Drawing on our findings,
we offer guidance on successfully delivering your
digital transformation project.
†
https://www.information-age.com/tech-nation-2018-report-uk-tech-faster-economy-123471982/

4 Foreword Foreword 5
Section 01
The
current
state
of play
Digital transformation is a
journey that businesses from
all sectors are embarking on.
But depending on its
importance to the
organisation, it can mean
very different things.
6 The current state of play
For many, digital transformation is simply taking a basic
process, and making it digital. This could be anything
from going paperless, enabling staff to access and
edit documentation on the go through their devices,
to having a more connected customer relationship
management (CRM) platform or a collaboration tool
that allows sites to communicate more effectively.
But digital transformation can also go far beyond
these and fundamentally change how organisations
are run, providing new experiences for staff, partners
and customers. It can take something as traditional
as a ‘bricks and mortar’ industry and completely
revolutionise how it operates.
In a nutshell, digital transformation can mean many
things to different organisations, but the key is to
ensure that it enables a new outcome, journey or
experience. The possibilities for the construction
industry are endless.
88%
Digital transformation:
a huge number of UK construction companies
wrongly believe they are ahead or keeping up
with others.
How has the sector adopted tech to date?
The construction sector has traditionally been slow to
adopt innovative technology and processes, but there
are signs that this is beginning to change with the use
of BIM technology, for example, having widespread
traction. Across the industry, businesses are
The driving force behind digital transformation
Interestingly, digital transformation appears to be a
strategic priority for construction firms. Respondents
report that the shift is coming from the C-suite,
with CEOs (52%), CIOs and CTOs (32%) amongst
the biggest drivers of their transformation. With a
increasingly seeing the benefits of digitalisation digital transformation being fed from the top down,
and taking decisive steps to implement change. companies are pushing forward and as a result, one
in 10 (9%) construction organisations even claim to
Of those surveyed, four in five (83%) construction
be ahead of schedule with their digital transformation
companies have either completed a digital
project and one in five (19%) report to being on track.
transformation project or have one currently underway.
With only one in 10 (10%) respondents citing
However, whilst there is a desire to digitise within
competitive pressures as the catalyst for implementing
the industry, there is a stark difference between the
a digital transformation project, the survey results
approaches of SMEs (organisations with less than 250
suggest that it is a journey organisations voluntarily
employees) and larger companies (those with over 250)
with larger construction firms well ahead of SMEs
take, rather than one they feel they should take.
on their digital journey (94% vs 72%).
In it for the long-haul
What’s more, almost one in 10 (8%) SMEs are at risk
In contrast to business transformation, due
of being left behind, claiming that they are not
planning to implement a digital transformation project
to the evolving nature of technology, digital
transformation should be viewed as a continual
at all. By comparison, all larger organisations claim they
journey to innovate and improve. However, two-
have current digital transformation projects either live
or in the pipeline. It is clear that larger organisations
fifths (44%) of construction companies claim to have
completed their digital transformation. What’s more,
are sold on the benefits that a digital transformation
project can bring and have the resources to help
nine in 10 (87%) believe it will be completed in under
five years, suggesting a short-sighted approach to
implement it.
digitalisation rather than a constantly evolving part
of a business strategy. With Industry 4.0 presenting
a significant revolution in how businesses are run,
1 in 10
digital transformation isn’t a one-step process
but a continuous investment in adopting the latest
technologies and implementing them as they develop,
SMEs are at risk of being left behind* in order to remain at the forefront of the industry.
The current state of play 7
Section 02

What is
Industry
4.0? Following in the footsteps
of the three Industrial
Revolutions, the term
Interestingly, when it comes to comparing themselves
with other construction companies, most are confident
(88%) that they are either ahead of, or keeping up with,
competitors in the construction sector.* Only one in
ten (10%) organisations questioned believe they are
Industry 4.0 was coined to behind comparable organisations* – a figure which
falls (4%) for larger businesses.
mark technology’s key role
in driving modern industry
and society forward.
Bringing traditional methods of building and 9 in 10 (88%)
construction businesses believe they
manufacturing up to speed with the technological are ahead of, or keeping up with other
advancements happening around it, Industry 4.0 organisations in their field.
delivers a highly connected ecosystem improving
productivity and efficiency through automation, 150

communication and monitoring.

The sentiments of Farmer’s report ring true when 120

it comes to the construction industry’s investment

in new technologies. The sector has largely 90
failed to adopt Industry 4.0 practices with an
underinvestment in innovation hindering major
60
technological change. Yet Industry 4.0 has the
potential to transform the construction industry
providing the framework to introduce advanced 30
technologies such as 3D printing, artificial
intelligence or even augmented reality.
0
A B C D
  Total    250+ employees    <250 employees

How do you feel your digital

transformation efforts compare
to other organisations in your field?
driving modern industry 3D printing, artificial highly connected construction industry’s A We are ahead of comparable organisations
and society forward intelligence or even ecosystem investment in new B We are keeping up with comparable organisations
augmented reality. technologies C We are behind comparable organisations
D Don’t know

8 What is Industry 4.0? What is Industry 4.0? 9

Section 02

88%
are confident that they are either ahead
of, or keeping up with, competitors in the
construction sector*

1 in 10
organisations questioned believe they
are behind comparable organisations*

What is the current status of your

digital transformation journey?
44% 
It’s completed
19% 
We’re on track
14% We’re on our way , still room for improvement
9% We’re ahead of schedule, but not by far
5% We’re ahead of schedule, but not by far
3% We’re way behind
2% We haven’t started yet, but we intend to
1% Don’t know
4% Not planning to implement a project

How would you define

digital transformation?
63% Implementing a new technology
51% 
Going paperless
46% Completely digitising the company
45% Increasing technology-driven innovation
42% Using more external IT services
39% Enabling more remote working
38% Allowing more collaboration
17% Enabling more partner collaboration
1% Don’t know

10 What is Industry 4.0? What is Industry 4.0? 11

Section 03

Digital
Spend money to make money
Following the initial investment in digital 200
transformation, two thirds (66%) of respondents noted
a subsequent reduction in costs as a result of the new

transformation:
technology. From a commercial perspective, a third 150
(33%) reported increased sales since their business
undertook a digital transformation.
Additionally, half (50%) also claim that digital 100

the benefits
transformation has enabled increased collaboration
across the supply chain stemming from streamlined
communication and networking. When businesses 50

throughout the supply chain all use progressive

technology, transactions can follow a more streamlined
approach. Over half (61%) of all respondents also noted 0
A B C D E
improved efficiency and reduced operational costs
(58%) as a direct result of a digital transformation.   Total    250+ employees    <250 employees

Invest in digitalisation
Investment in digitalisation is also bringing benefits How have, or would your supply
to workforces across the construction industry. In fact, chain partners benefit from your
over half (52%) of respondents are able to offer more company going through digital
flexibility with working hours, whilst a similar figure transformation?
We’ve seen the extent to which digital transformation (50%) are now able to offer remote working. In turn,
A Increased efficiency
is being implemented across the construction industry, companies report being more effective (35%) – a figure
more easily quantifiable due to new systems enabling B Reduced costs

and identified the need for continual digitalisation, but
what benefits can be seen by those who have already
implemented their digital transformation projects?
Bringing increased efficiency, reduced costs or
increased collaboration, digital transformation can
lead to positive business impacts, such as an increase
in sales or a more streamlined billing process. And
these benefits don’t just sit within the organisation
that is implementing a digital transformation project;
the new, streamlined processes can have a direct and
positive impact on the multiple partners across the
entire construction supply chain too. What’s more,
over two-thirds (69%) of respondents who have already
implemented a digital transformation have noted an
improvement to their overall business.
a quarter (27%) to better evaluate work output. C
D
Increased collaboration
Increased sales
Industry-wide, the vast majority (80%) of construction E They don’t/won’t see any benefit
companies see their IT systems as an enabler for
strategic advancement. However, businesses note
the need for further improvement. Twice the number
of larger businesses (250+ employees) than SMEs see
IT as successfully enabling strategic advantage (57%
vs 26%), suggesting smaller companies may struggle
with justifying the upfront investment required.

SMEs vs Larger
250
construction firms
The technologies in use differ between
organisations large and small, and between
200
those that have completed projects and
those that have projects still in progress:
150
How has, or how do you feel your • Company size: Artificial intelligence is currently Is your IT seen as an enabler
business could benefit from digital
used by 55 per cent of larger companies, double for strategic advantage?
the number of SMEs (28%)
100
transformation? 62% Y
 es, very successfully
• DT status: Those who have completed a digital
transformation project are more likely to 51% 
Yes, to a certain extent
A Increased efficiency
50 currently use artificial intelligence (64% vs 42%), 27% No, but we’re making progress
B Reduced costs
blockchain (48% vs 22%) or SDN (50% vs 42%) 6% No, and this shows no sign of changing
C Increased collaboration
0 • 
In comparison, those who are currently 1% 
We have not tried to implement
D Increased sales this cultural change
A B C D E F undergoing their project are more likely to
E They don’t/won’t see any benefit 3% Don’t know
be currently using the Internet of Things
  Total    250+ employees    <250 employees F Don’t know (67% vs 57%)

12 Digital transformation: the benefits Digital transformation: the benefits 13

Section 04

The
Budget
Despite variations in how different sized companies
are able to implement their digital transformations,
there are common strategic priorities being placed

enablers
on three key points.

Top three enablers

SMEs vs larger companies

and challenges SMEs

(<250 employees)
vs
larger
businesses
(>250 employees)

30% Budget
30% A clear,
There are huge benefits to digital transformation defined strategy Decision making/communication
challenges to taking
and the particular technologies it can facilitate are transformation forward
invaluable to the industry. However, many organisations
still have a way to go in implementing these technologies
as their digital transformation journey continues.
20%
A dedicated IT/digital
23%
A dedicated IT/digital
62% C
 ommunicating the value of the business
transformation to key stakeholders
51% 
Cultural changes needed within the
organisation to make it a success
transformation team transformation team
27% Lack of strategy/objectives aren’t clear
6% No clear figure to lead the project

But what are the specific enablers
and challenges businesses face when
undertaking digital transformation?
Process
It is worth considering that many construction projects
begin life on paper rather than digitally. This can create
a real disconnect between workers in offices versus
those on site. Establishing an effective process which
takes into consideration how different people work
across the business can therefore be a challenge when
considering an effective digital transformation for a
construction company.
Strategy
Having a clearly defined strategy ahead of
implementing any digital transformation is an essential
prerequisite to success; worryingly, only a quarter
(23%) of businesses recognise this. What’s more,
businesses must look at their wider strategy, noting
the different elements which need digitising as part
of a bigger picture of linked systems and programmes
which work in unison.
Biggest enablers of
transformation efforts
23% Budget
23% A clear, defined strategy
21% A dedicated IT/digital transformation team
14% A good technology partner
12% A strong pool of internal skills
3% Boardroom buy-in
2% There won’t be any enablers
2% Don’t know
16%
17%
A clear, Budget
defined strategy
SMEs and larger companies have different factors
impacting successful digital transformation with budget
being the biggest enabler for SMEs, whilst strategy is
seen as the biggest enabler for larger companies.
However, organisations may be missing a trick, with
only one in seven (14%) realising the importance of a
good technology partner as the enabler of effective
digital transformation.
A further barrier is having the ability to effectively
communicate the value a digital transformation can
have for stakeholders and investors. Nearly two thirds
(62%) of organisations say this is the biggest challenge
followed by half who cite cultural change (51%) as a
key blocker.
1% Other
3% None of the above
4% Don’t know
Without backing from senior stakeholders it can
be nearly impossible to drive an effective digital
transformation. Ensuring key senior figures are aligned
and on board, by providing them with cohesive,
quantitative figures and plotting projected return
on investment, is crucial to success.
Digital transformation requires a considerable injection
of capital – particularly in the short term – before
any real return on investment can be made. Such
projects don’t happen overnight, so it’s key that all
stakeholders understand the processes and timelines
to effectively manage expectations. What’s more,
keeping stakeholders up to date on competitors’
digital transformation work and, in particular,
the consequences of not implementing digital
transformation can be very helpful when it comes
to convincing them of the benefits of change.

14 The enablers and challenges The enablers and challenges 15

Section 05

A blueprint
for the
future

55%
believe that the need to improve
security will help drive their organisation’s
digital transformation
While digital transformation For a third (30%) of larger companies, having a clear
strategy is the biggest enabler of digital transformation.
is beginning to gain traction Setting out a clear structure and framework with a
specialist team and target-centric goals can give
amongst some of the bigger organisations clear focus when it comes to driving a
construction players it is digital transformation forward.

clear that there is still work
to be done when it comes to
Over a
highlighting how it can benefit
Interestingly, over half (55%) of respondents believe
that the need to improve security will help drive their
organisation’s digital transformation* in the next five
years, closely followed by a similar number (54%) who
see it as an important move towards improving the

quarter
every construction business.
want to improve collaboration
Instead of seeing digital transformation as finite, it
should be considered an ongoing journey that equips
a business with more efficient tools and processes.
Being at the forefront of change allows construction
customer experience.
Half (49%) of respondents note streamlining processes
as vital, realising customers expect efficient, simplified
processes, shying away from anything that is time or
process heavy. Over a quarter (28%) want to improve
collaboration* – both internally and within the external
supply chain, and similarly, one in four (25%) note that
improving innovation is important.*

25%
companies to better tackle the future of a fast-
changing environment, whether that involves a move With all that in mind, what does a business need
into automation, streamlining the supply chain or to consider when setting out a digital
adapting to a widely dispersed workforce. transformation plan?
believe improving innovation is
important

16 A blueprint for the future 17

Section 05
Technology
Once organisations have agreed on their objectives
and formulated a strategy including budget and
stakeholder support, they need to identify the
right tools and the right partners.
Connectivity
A vital part of the digital transformation journey
is connectivity. Companies have increasingly high
expectations from their service provider when it
comes to connectivity. Having a high speed, reliable
connection onsite and providing remote workers with
the very best service is essential, particularly when
it comes to the demands and time pressures the
construction industry faces.
Of the technologies required for a successful
digital transformation, 5G and Wi-Fi (57% and 56%
respectively) are seen by the construction industry
as those that will have the biggest impact, whilst two
fifths (42%) of respondents cite 4G connectivity.
200
150
100
50
0 reduces complexity by enabling an agile and efficient
A B C D E F
  Total    250+ employees    <250 employees
How do you think your
organisation’s connectivity will be
impacted by digital transformation
in the next five years?
A It will need to be more intelligent
B It will need to be more secure
C It will need to be more flexible
D It will need to be faster
E It will need to have more capacity
F It will not need to change
18 A blueprint for the future
200
150
100
50
0
A B C D E F
  Total    250+ employees    <250 employees
Connectivity technologies that
will have the biggest impact on the
organisation’s digital transformation
efforts in the next 5 years
A 5G
B Wi-Fi
C 4G
D Software-defined wide area network (SDWan)
E None of the above
F Don’t know
Cloud
Cloud solutions, from Infrastructure as a Service to
Backup, Disaster Recovery and Software as a Service,
help organisations to simplify infrastructure, reduce
costs, improve security and increase efficiency.
Importantly, they further support digital transformation
because they’re designed to meet a business’s needs
today, flexing and scaling as organisations evolve in
the future.
Our report showed 49% of respondents are using some
form of cloud computing already with two fifths of
construction companies noting that the role of IT will
change to one with less internal building of services as
cloud adoption continues to grow.
The benefits of
mobile connectivity
Having reliable connectivity always ensures
that lines of communication remain open
to help improve efficiency and productivity
and reduce costs. And, as 4G coverage has
improved and the costs have come down,
a number of key use cases have emerged
in the construction sector, including:
• Rapid site deployment
where fast and secure connectivity is
required from the very start of a project
with minimum delay, whether that’s
interim while fixed infrastructure is made
available, or as a primary technology for
the lifetime of a project.
• Businesscontinuity
a resilient solution where 4G can be used
as a failover/backup to fixed line
connectivity.
• Remote site connection
at remote/hard to reach locations where
fixed infrastructure is lacking or there may
be lengthy delays in service delivery.
Although 4G is the reality today, the
emergence of the hotly anticipated 5G will
dramatically reduce latency and improve
capacity enabling businesses to do even
more over the same connection.
What’s more, one of the biggest
differentiators for the fifth generation of
mobile networking is its ability to help
connect construction sites and maximise
the Internet of Things at scale regardless
of wired infrastructure. As technology
continues to rapidly evolve, smart
building sites will require more connected
technology to relay information back and
forth in real-time. Once implemented, 5G
will accommodate these reliably from the
first day of a project helping to maximise
efficiency.
200
160
120
80
40
0
A B C D E F
  Total    250+ employees    <250 employees
Areas for the most potential
from digital transformation
in the next 5 years
A Improving security
B Improving customer service
C Streamlining processes
D Improving collaboration
E Improving Innovation
F 
There is potential for digital
transformation within the organisation
Software Defined WAN (SD-WAN)
As enterprises build out their digital strategies, the
network is critical in supporting rising connectivity
demands from increasingly mobile workforces, the rise
of the Internet of Things and cloud.
SD-WAN gives network control back to businesses and
approach, allowing it to become a more strategic and
cost-effective resource:
• Low/zero touch deployment
• 
SD-WAN routers can combine the bandwidth of
multiple WAN connections
• 
Easily add or remove WAN connections as needed
• 
Transport agnostic – combine wireless and fixed line
connections
• 
Increased flexibility, allowing businesses to scale
connectivity bandwidth up and down.
A blueprint for the future 19
Section 05

Culture
Even when a company
introduces the systems and
processes for an effective
digital transformation, it needs
to ensure it also develops the
skills and culture required
to continue momentum and
oversee the ongoing changes.
Appointing more than just a short-term team to
oversee an initial programme, businesses should
look to implement a progressive culture and continue
to strive for the very latest digital software as
technology progresses.
Nearly all (89%) companies surveyed who claim to
have already completed a digital transformation
project note that cultural changes are needed from
within to make it a success, through initiatives like
training and upskilling.
As businesses become increasingly automated and rely
on technology beyond standard computer operations,
the role of the IT manager is also changing. However,
and perhaps controversially, IT decision makers within
the industry aren’t confident that IT will make it to
board level any time soon with our research revealing
that only one in ten (11%) think IT managers will become
so important to the business it will see them gaining
seats on the board.
What’s more, internal IT teams look set for a shakeup,
with two fifths (42%) of construction companies noting
that the role of IT leadership will change with less
emphasis on building internal services. Two fifths (41%)
believe IT managers will be required, instead, to build
Tech for the future
If organisations are able to refine their people,
processes and technologies in line with the above, “What’s clear is that digital transformation
it will ensure they are best positioned to maintain will be underpinned by data, data networks
and artificial intelligence (AI). Future
an effective digital transformation culture that can
benefit their business. Whilst a short-term roll out construction techniques will
be as much about printed circuit boards
strategy may be clear, visualising where technology
and microchips as bricks and mortar.
will be in three to five years, and the subsequent
business needs, may be harder to ascertain. “Whether it’s enabling smart grid networks
Top 5 technologies for the future
or optimising the efficiency of solar
photovoltaics and batteries using demand
1. Virtual reality (28%) side response (DSR), there will be much
2. Cloud computing (24%) more reliance on high-performing digital
3. SDN (20%) connectivity. And as we’ve seen from the
4. Blockchain (19%) rising prominence of home control apps
5. Internet of Things (17%) and other similar technology, everything is
likely to be connected and enabled through
our smart phones.”
David Blundell, Director, Anthesis Group
What tech do larger companies see themselves picking up in the next five years?
Who, or what are the main drivers 2019 2024
of your organisation’s digital
transformation strategy? 51% Internet of Things 17%
52% CEO 49% Cloud computing 24%
Technologies
42% IT Manager Technologies likely to use 42% Artificial Intelligence 17%

external services. 26% Employees currently used? in the next 39% 20%
SDN
five years? 31% Blockchain 19%
18% CIO
Our research also reveals that almost a third (32%)
29% 17%
SDWAN
believe IT responsibility will become an operational 18% Customers
15% Virtual reality 28%
function within different lines of the business, with 13% CTO
9% Augmented reality 13%
different IT managers being responsible for different 10% Competitive
areas of an organisation’s digital transformation. This is 1% Other 0%
9% Partners Top 3 in 2019 Top 3 in 2024
opposed to the centralised IT function typically known 4% None of the above 7%
5% Supplier demand Internet of Things Virtual reality
of IT managers today. 2% Don’t know 12%
3% COO Cloud computing Cloud computing
3% Don’t know Artificial Intelligence SDN

20 A blueprint for the future A blueprint for the future 21

Section 06
Conclusion
The Farmer Review was a stark wake-up call for the
construction industry to modernise. As part of this
modernisation, it is important for construction organisations
of all shapes and sizes to understand what digital
transformation is, and how a business can benefit from it.
Digital transformation is not a means to an end. It’s
an ever-evolving process to deliver profound change,
fundamentally altering much of the world around us.
It’s not about small, tactical or isolated activities,
it’s about ensuring that transformation has tangible
business outcomes. There is no point spending the
time or money introducing a new CRM, for example,
if your offsite sales team can’t access it properly.
Our research and whitepaper indicate that the
construction industry is ready to adopt modern
techniques in order to shape their future for the better,
but there is still a fundamental shift that needs to
happen in order to truly benefit from all things digital.
The fortunate thing about not being an early adopter
is that it is possible to bypass many of the mistakes
that have been made by other industries and take
significant strides forward.
22 Conclusion
Finding
the right
partner
While technology is often
an enabler to improving
efficiencies and productivity
for a business, it can also be
hard to navigate. The amount
of technologies and number
Whether it is enabling new capabilities for staff,
such as connecting securely to internal networks when of vendors to choose from
they are on the move, delivering new experiences for presents a challenge.
customers through immersive experiences powered by
the cloud, or gathering big data intelligence from sites
through internet enabled devices, there is a world of
possibilities out there. That’s why it is important to find a provider that will
Digital transformation should not be seen as the put your organisations’ success top of the agenda.
solution to innovation, rather the enabler of it. What’s At Zen, our approach of:
more, it doesn’t have to be done alone, as much of the “Happy Staff, Happy Customers, Happy Suppliers”
stress associated with the implementation of a digital means that we are continually striving to give not
transformation can be outsourced to trusted partners, just the best, but the right solutions and services.
allowing internal teams the time to think about What’s more, as an independent and award-winning
delivering impact. Technology Service Provider, we’re dedicated to
improving our service, network and technology.
By providing flexible and scalable connectivity, cloud
and communications solutions we can help make your
organisation’s digital transformation a success.
Finding the right partner 23
To find out more about what Zen can do
for your organisation, get in touch with:
Email solutionsales@zen.co.uk
Phone 01706 902584