ONE Technologies introduces organizations to digital business transformation, aligning their business objectives with technological frameworks to drive sustainable growth. In an interview with Calcalist, Gidi Leib, Head of Digital Business Transformation at ONE Technologies, explains how this “As a Service” model works and benefits both organizations and their clients.
“Our main advantage is that we provide our clients with a full end-to-end service,” says Gidi Leib, Digital Business Transformation Operation Manager at ONE Technologies. “On one hand, we guide organizations from the start through strategic consulting to address all their business aspects and needs, and on the other, we develop, deploy, and maintain customized technological frameworks to maximize the business objectives derived from the strategy. This comprehensive approach ensures each organization is prepared to face both present and future challenges.”
Gidi Leib (Photographer: Oded Levi)
When ONE Technologies is approached by organizations intent on business growth through digital transformation, their first question is often, “What is it?”. Leib typically answers that it is a “multifaceted strategic process that defines and implements advanced technological solutions for driving business growth.” He further elaborates on the exhaustive and rigorous process that promises a true organizational revolution.
“The first stage of digital business transformation usually includes a purely business-oriented analysis. We provide consulting services to the organization, conducting in-depth business analysis based on customer journeys, market surveys, product trend analysis, risk and opportunity mapping, defining success metrics, and more, all while working closely with key stakeholders across the organization and holding workshops for management. At the end of this phase, we produce a comprehensive document showcasing the organization, its vision, goals, business objectives, and action plans to achieve them.”
In the next stage, our team at ONE Technologies maps all existing technology deployed within the organization to assess whether the business goals align with their technological capabilities. This critical phase synchronizes business and technology vectors to achieve the desired service goal: enhancing business growth through the alignment of technological tools and frameworks with business objectives. If gaps are identified, ONE Technologies crafts customized solutions that complement and enhance the organization’s technological capabilities to meet these goals.
“The organization then studies our findings and decides what to advance with,” says Leib. “Some choose to move forward with the full plan, some with only parts of it, while others may opt for a targeted pilot deployment to test whether the intended technology actually produces a good ROI—only then will they decide to proceed to the next stage.”
“In the planning stage, we translate the concept, vision, and goals into practical applications. While formulating the plan, we consider several factors, with the most important being the concept of a data-driven organization.”
Is this essentially an organizational culture shift that the organization undertakes?
“Yes, the entire process of organizational business and managerial decision-making will now be based on data analysis rather than intuition or personal interpretations. We break this down and learn how to build this capability within the specific organization, across departments. It’s not always straightforward. Key stakeholders often need to change their long-established work habits, adapt organizationally, and learn to work with new technological systems and infrastructures.”
Upon finalizing the strategic planning stage, the focus shifts to the technology itself: architecture and platforms. “This is where ONE Technologies has a significant advantage. We dominate most of the business computing platforms and solutions available today, both in Israel and globally, across all fields: cloud infrastructure, artificial intelligence, core systems, analytics, resource management, information security, development, and innovation. We bring extensive and deep knowledge to the table, backed by many decades of experience. This enables us to identify and characterize the most fitting technologies for the organization’s specific needs.”
“In this stage, we flesh out the working methodology from the perspective of information systems, aiming to create and equip the organization with an agile technological framework. Agility is crucial for building systems that can go live quickly and sustain frequent changes within the organization, creating an environment where different versions can be deployed alongside working systems. This is the current advanced product management concept in the tech-business world.”
In the final stage of the process, management mechanisms are constructed and set in place. Since it is a complex process that spans all areas of the organization, these mechanisms are needed to maintain the intimacy of small workgroups while enabling management to maintain a holistic “bird’s eye” perspective.
One-Stop-Shop for Digital Business Transformation
Leib joined ONE Technologies after an extensive military career in the IDF’s Computer and IT Directorate. After retiring from active duty as a Colonel, he held several technological management roles in the business sector. These roles included constructing and managing digital transformation at KKL-JNF, consulting the Hula Nature Reserve on their digital transformation journey, and supporting the growth of ONE Technologies’ Digital Business Transformation Division.
When looking at the “Digital Business Transformation as-a-Service” offering, Leib identifies and emphasizes its many advantages. “We accompany the client from the very beginning, devising a technological plan that facilitates and maximizes their business goals. We also have the full know-how for implementation—if, of course, the client wants us to handle this stage. When one party plans and another executes, many things often fall through due to a lack of mutual understanding and misinterpretations. When we are both the planner and the executor, this does not happen. Additionally, the fact that we are a large technology group, not tied to any specific product or manufacturer, provides an advantage for the client. We are not biased towards any supplier; we have access to all the platforms and products in the IT market and select them based on our exhaustive knowledge and experience in the field. In this way, every one of our clients receives a precise and customized solution that allows them to drive growth for their organization.”
Can you provide examples of such success stories?
“Certainly. We have been running the innovative concept of ‘Digital Business Transformation as-a-Service’ for three years now, with numerous success stories. For example, we worked with KKL-JNF, whose main business objective is to provide services to the public. The process we conducted refined their understanding of the services they offer and clarified the necessary scope and quality. The analysis phase identified the core issues, allowing for an updated concept and the selection of the right advanced platforms and technologies for the organization.”
“Another example is the real estate company ‘Himanuta’. After identifying their technological bottlenecks, we provided them with AI mechanisms that detect encroachments on their lands and properties through the analysis of geographic data, whether due to illegal activities or local authorities developing areas within their jurisdiction. These mechanisms allow the company to identify geographic information and anomalies in real-time, alerting them when there is an intrusion into their properties.”
Where do you see “Digital Business Transformation as-a-Service” by 2030?
“It is undoubtedly the future. Looking ahead to 2030, organizations will expand their use of technological intelligence, whether business or artificial, along with increased automation and autonomy. Those undertaking digital business transformation today are preparing their organizations for the exponential development expected in these areas by 2030. It is a significant forward-looking approach that organizations ready for growth should embrace.”
Originally published in Hebrew in Calcalist