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When we started building out our business model, we thought we better get our act together from the inside-out first.

Why build a disruptive startup and have the same ingredients as the consultancies, agencies and software shops that are currently around us? Our vision is to be something different.

When potential clients choose digital transformation service partner options, we want to be that viable OTHER option that mimics the fast-changing market environment around us. If we learned anything about the digital economy, we needed to be open, peering, sharing and acting globally. And given the wide array of segmented digital transformation options, we better simplify, be more efficient, effective and value-onscious.

In our early business development meetings, one of the pins that dropped in initial discussions with our partners was “the Uber of Digital Transformation”. We don’t shy away from the comparison.

First of all, who wouldn’t want that type of business valuation? That radical improvement in the user experience? That level of disruption of a transportation business model that had existed for the better half of a century? Sure there is a lot of hyper-inflated startup buzzword language attached to “the uber of” anything, and questionable ethics baggage that comes with the comparison. At the heart of it though, we are trying to achieve the same thing with Precog Digital as Uber has already achieved so successfully in a different vertical.

Here’s the six reasons why we like the Uber comparison:

Precog Digital Uber comparison 6 reasons

 1. On-Demand Service

Exactly like Uber, we want to provide just what our clients want, where they want it and when they want it. That universe of clients includes purchasing clients, servicing consultants and delivery partners. No 3-year contracts. No sticky things that locks them in. No unnecessary capacity that they will get sold into. And for digitally-maturing clients, no need to expand headcount (like a full-time driver) or buy assets (like a car) they don’t need to invest in.

2. Digital is in our DNA

Uber was able to massively change an industry that was very slow-moving to accept their new digital reality. Although we are about business transformations, we are irrevocably linked to digital transformation. They are one and the same. We are literate and proficient across the full digital landscape, have a look at our look at this world. Our belief is that if your leadership and direction does not have digital prominence in it, and your culture of talent, customer experience and innovation isn’t technologically enabled, the odds are stacked against you.

3. Better Value

The industry of transformation, shared by consultancies, software shops, platforms, agencies, innovation shops and internal functions, has a lot of fat to chew on. Don’t get us wrong, we think much of it is merited and capacity-building, but a tonne of it is slack. Similar to Uber, we said let’s build a scalable model of the best independent talent with considerable less overhead than whoever your other option was. Why need to choose cheaper and better, if the model was better and could deliver both?

4. Collaborative/Sharing

Although some may question how collaborative and sharing Uber really is, there is a shared value equation between Uber, its service providers and end customers, otherwise it wouldn’t work. We want to build a similar collaboration and integrated solutions between our clients, consultants and ourselves. Philosophically, we believe open and collaborative is better than closed and top-down. It shows in our successful background and experiences, and also our proposed choices, empathy and decisions for our customers.

5. Independent and Decentralized

Uber didn’t care if they were uprooting a tightly controlled transportation system, blue ocean/white space or new geography with digital incumbents, their designs were to provide a better customer experience and value, however and wherever they operated. We have the same desire. We’re building a global collection of talent that can operate across all platforms, all technology, all devices, all software and all verticals. We’re calling them Futureproofers. All to discover, define, develop and deliver the best solutions for clients,

6. Disruptive Business Model

Finally, we like to dream big like Uber. With the exception of perhaps one consultancy, no one really has thrown the gauntlet down saying they need to reinvent digital transformation work in a radically different way. Most of the ownership of service providers are still large software companies and/or consultancies trying to maintain their incumbent status. Multinational agencies and technology companies are trying to back their way in. They are worthy competitors, and in certain cases collaborators. We are the hungry underdog trying to drive better solutions, more efficiencies, better holistic perspectives with a precognition for future market and digital possibilities.

And similar to Uber, let’s ride, we are only minutes away.

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