Digital Transformation

Digital transformation is challenging organizations' traditional limits and benchmarks. It is pushing business functions - marketing, digital, IS - to work together more, in order to create value and enable the enterprise to stand out.

Indeed, the digital age gives access to a broad market involving new customers and partners, use-based consumption and a desire for integrated and personalized services. However, for the enterprise, it also means having to deal with uncertainty, market downturns, the customer's growing demand for immediacy, and the arrival of new competitors.

  • Innovate and be reactive so as to be able to capture or generate new business
  • Transform in order to offer a personalized customer experience which is homogeneous between different contact channels
  • Bring about a change in the enterprise's culture and develop cross-cutting, collaborative methods of working and skills to help design and deploy new services

Ground-breaking innovation is not only technological. It can be achieved thanks to an approach based on co-creativity, involving feedback from the end user (Design Thinking). It can also be put in place through open innovation processes or by using alternative managerial practices intended to create cooperative, stable and sustainable environments favoring human fulfillment (slow management). 


  • Customers and Partners

    Extending the use of digital to all stages of marketing and customer processes fundamentally transforms the working methods of strategic, marketing and commercial teams, both as between eachother and with their partners.

    • Develop digital service offerings and carry traditional offerings over to digital channels through collaborative arrangements between marketing and commercial players
    • Propose an omnichannel customer experience : online to offline, mobile strategy...
    • Implement new business models linked to use-based consumption and data monetization

  • Development of business functions

    Digital affects all functions of the enterprise in their interactions with customers, current and future employees, suppliers or partners. They must transform themselves and exploit opportunities offered by Digital so as to be more effective.

    • Transform functions by digitalizing processes and integrating physical realms with digital ones
    • Define a new working environment (Digital Workplace) for employees, combining mobility with collaborative working

  • Culture and Management

    Digital transformation requires that the enterprise's culture and management styles be transformed: new roles, skills and working methods are put in place to take advantage of Digital, both internally and externally.

    • Develop new skills : Data Scientist, Community Manager, Chief Data Office, Chief Digital Officer…
    • Put in place agile methods and favor the development of communities (social media and networks)
    • Integrate 2.0 methods into project change management : MOOC, project community, enterprise social networks…
    • Lend greater credibility to the enterprise as an employer, thanks to a strong and differentiating employer brand / offering

  • Data Valorization

    Solutions for analyzing and utilizing massive and multi-structured data (Big Data) enable the enterprise's "information capital" to be valorized.

    • Implement Smart and Big Data approaches: instances of use, Proof of Value, deployment
    • Create Smart & Mobile Dashboarding tools for each type of business user
    • Develop skills necessary for Data valorization : Data Analysis / Data Science

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  • American car manufacturer

    Reorganization of the Marketing and communications department, definition of the organizational structure, review of necessary skills linked to the evolution of business functions towards digital channels, establishment of the coordination processes and routines to apply internally and with partner agencies.

  • Food Industry leader

    Define the brand's mobile strategy, including:analyse all links is the value chain (pre-sale, sales, after-sales), benchmark the strategy with others in the European market, make strategic and operational recommendations (2012-2013 roadmap).

  • International car manufacturer

    Support the design of the sales strategy and marketing tools, enabling a reduction in time to market. Design, develop and deploy change management (training and communication) in the different countries, coordinate the implementation.