Digital Transformation Consulting
We review the systems and processes you run today, set out options for changing them with the cost and risk of each, and turn the chosen one into a plan your budget and team can support.
Digital transformation consulting means turning an intention to change how an organisation works into a costed, sequenced plan. We assess the systems, data and processes in place, then set out two or three options and a roadmap with decision points.
It suits a management team that must commit budget to a large change and wants the options costed first. The plan is written so our team, yours or another vendor can deliver it.
Is this the right fit?
You may need this if
Nobody has costed the roadmap
Initiatives are approved in principle, but nobody has priced them or worked out which depend on others.
Departments are asking for different things
Business units want conflicting features and nobody has the authority to settle the trade-offs.
Build or buy is still undecided
A packaged product covers most of the need, but nobody has costed the gap or the licence fees.
The plan assumes missing data
It depends on integrations and clean data the current systems cannot provide.
What we deliver
Current-state assessment
What systems exist, what they cost to run, how data moves between them and where the constraints are.
Options with trade-offs
Two or three directions, including doing nothing, each with its cost, its risk and what it rules out.
Build-versus-buy analysis
The gap between a packaged product and your requirement, costed with licences, customisation and running costs.
Sequenced roadmap
Phases ordered by dependency and how much change your teams can absorb, with a decision point at each.
Procurement and TOR support
Requirements written so that bids can be compared and the resulting scope can be delivered.
How we work
Every engagement runs through the same six-stage fitting process, from the first consultation to long-term care. The stages stay in the same order; how deep each one goes depends on the project.
See the full fitting process- ConsultationDiscover
- MeasureAnalyze and architect
- PatternDesign
- FittingBuild with you
- FinishingHarden and launch
- AftercareMaintain and support
What goes into a transformation plan
We start with how the work is done today and the systems behind it. Plans drawn from an architecture diagram tend to assume integrations and data quality that are not there, so we check the systems themselves, their data, PDPA duties and the skills your team has in-house.
Each option carries a cost, a risk and what it would rule out later. Doing nothing is costed as one of the options, so the board compares real alternatives before it decides.
We sequence the work by dependency and by how much change your staff can take on alongside their normal jobs. Where we can, each phase is useful on its own, so a budget cut halfway through still leaves something that works.
An assessment can also end with a smaller scope, a configuration change to a system you already own, or advice to wait. The report sets out why.
Organizations we work with
Engagements span build, integration and long-term support. Named with permission; clients under NDA are not listed.
Related services
- Business Process Management: when the problem is how work moves between departments.
- Solution Architecture: when the direction is agreed and the open questions are technical.
- UX/UI Design & User Research: when adoption by staff is the main risk.
- Enterprise Software Development: when the scope is settled and ready to build.
Frequently asked questions
How much does a transformation assessment cost?
It depends on how many business areas and systems are in scope and whether you want TOR support. One department is a smaller job than a programme across several divisions. We give a written estimate after a short scoping call, or price against the TOR for public-sector work.
How long does a discovery engagement take?
Usually two to six weeks, depending on the number of systems and stakeholders. That allows time to review the systems and interview their users. If the scope keeps growing past that, it has become a project of its own, and we agree a new scope with you.
What do we receive at the end?
A current-state assessment, two or three costed options including doing nothing, a sequenced roadmap with decision points, and the reasoning behind each recommendation. The documents are written for the people who approve the budget and for the team that will deliver the work.
Do you implement what you recommend?
We can. MERCIL builds tailor-made web, mobile and enterprise software, so the roadmap can go into delivery with the people who wrote it. You are not tied to us: the deliverables are written so your own team or another vendor could carry out the plan.
Can you help us write a government TOR?
Yes. We write requirements so bids can be compared and the resulting scope can be delivered. MERCIL is registered with Thailand's Public Debt Management Office (PDMO) as an ICT consultant, No. 6745, Rating 1. If we intend to bid on the tender that follows, we tell you at the start.
Next step
Start with a conversation
Tell us about the problem you are trying to solve. A senior person reads every inquiry and replies with our view of fit, scope and cost, including when another option would suit you better.