1.
OUR PERSPECTIVE ON DIGITAL BUSINESS
Presented by Logical Heuristics

2.
PURPOSE OF THIS DOCUMENT
Logical Heuristics seeks consensus and understanding from Morae Global
on Digital Business – its definition, values, tenets and principles.
It is our goal that with this document, Morae Global would have all the
information it needs to make an informed decision to pursue its Digital
Transformation Journey.
BACKGROUND
This document was developed based on discussions with Morae Global and
the need to understand the impact of Digital Strategy on the firm and its
three service lines, in light of Logical Heuristics’ value add and expertise in
strategy design and delivery.
ASSUMPTIONS
This document is the first step for Morae Global in exploring the value of
becoming a digital business with the goal of re-engaging it’s clients.
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ABOUT THIS DOCUMENT

3.
DIGITAL TRANSFORMATION
Digital Disruption is forcing businesses to re-think their
fundamental business strategies and organizational structures.

4.
OUR RESPONSE TO THE NEW NORMAL
Digital Business is the New Normal. And it’s either a threat or
an opportunity.

5.
DIGITAL BUSINESS DEFINITION
Digital business is a constantly evolving future state,
transforming organizations into agile and connected
enterprises, characterized by the optimal alignment of
technology, platform business models while creating new
value chains by engaging digital customers throughout their
journey experience.
@kenpolotan, Logical Heuristics
”

6.
PRINCIPLES OF DIGITAL BUSINESS
Presented by Logical Heuristics

7.
4 TRAITS OF A DIGITAL BUSINESS
01
CULTURE AS STRATEGIC
ADVANTAGE
Open, transparent and trusted.
Highly collaborative.
OPERATIONAL
EXCELLENCE
Streamlined processes. Agile
infrastructure. Analytics-driven.
STAKEHOLDER
EXPERIENCE DESIGN
Customer-centricity. Persona
identification (all actors in entire
ecosystem). Customer journeys.
02
03 04
INNOVATION
Built-in innovation and growth
engine.

8.
Emphasis
Disruptions
Technologies
Means
Outcomes
◎ Run the Business
◎ Lower Costs
◎ Establish Relationships
Communications
◎ Available , Affordable and
Feasible Technologies
available in the Market
◎ Data Management
Systems Customizable
for running the business –
e.g. CRM
◎ People
◎ Grow the Business
◎ New Markets
◎ New Geographies
Commercialization
◎ Internet
◎ Digital Technologies
◎ Customer Expectations
◎ Common of the Shelf
software – CRM, HRM,
AM.,
◎ People and
Technologies
◎ Efficiency improvements
across Enterprise
Cost Reduction
◎ Automation
◎ Mobile
◎ EDI
◎ High performance
Hardware
◎ People, Process and
Technologies
◎ Transformational shift to
achieve Agility and
Speed in Delivery
◎ Customer Centricity
Collaboration
◎ Customer Relationships
◎ Business Intelligence with
Data and Analytics
◎ Internet of Things
◎ Cloud
◎ Big Data
◎ People, Process, Big
Data Analytics and
Technologies
◎ Collaboration with
Autonomous Systems as
Customers
Cognition
◎ New Value Creation
Opportunities
◎ Non-Human Touch Points
◎ Social Collaboration
Tools
◎ Smart Systems with
Machine Learning
Capabilities
◎ People, Process, Big
Data, Analytics,
Technologies and
Ecosystems
◎ Improve Customer
Relationships
◎ Increase Existing
Customer Base
◎ Improve process
efficiencies and reduce
costs.
◎ Delivery Optimization
◎ Customer Experience
◎ Proactive Support
◎ New Business Models
◎ Predictive Customer
Engagement
◎ Digital Platforms
AutonomousDigitilizationDigitizationWebManual
Degree of Change
Transformational Shift
DIGITAL TRANSFORMATION JOURNEY
FROM LEGACY BUSINESS TO DIGITAL BUSINESS
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DIGITAL BUSINESS

9.
Digital Mindset
Focuses on customer experience through solutions and service lines integration.
For example, start with any solution offering and complete the delivery through any
other offering.
Digital Business has the speed and agility to create new business offerings that blur the service lines, people, tools, technologies,
partners, vendors and other ecosystem implications to provide optimum value realization to its diverse and digital customers.
Legacy Thinking
Offerings are at the center of interactions – be the customers or
subject matter experts within the service lines
CUSTOMER AND SERVICE LINE INTEGRATION
A DIGITAL MINDSET IN BUSINESS INNOVATION

10.
THE CUSTOMER ENGAGES ONE BRAND
FROM THE CUSTOMER POV, MORAE GLOBAL IS THE TRUSTED BRAND
LEGAL AND
COMPLIANCE
CONSULTING
SOLUTIIONS
CLUTCH
Information
Management &
Discovery
ALTERNATIVE
LEGAL
SERVICES LEGAL AND
COMPLIANCE
CONSULTING
SOLUTIIONS
CLUTCH
Information
Management &
Discovery
ALTERNATIVE
LEGAL
SERVICES

11.
LEGACY BUSINESS vs. DIGITAL BUSINESS
vs
PROCESS-CENTRIC CUSTOMER-CENTRIC
HIGH LATENCY LOW LATENCY TO REAL-TIME
COST FOCUSED CUSTOMER INNOVATION FOCUSED
COMPANY CONTROLLED CUSTOMER CONTROLLED
MULTI-CHANNEL OMNI-CHANNEL
HARD AND SLOW TO SCALE EASY AND QUICK TO SCALE
OPAQUE AND HIERCHICAL CULTURE TRANSFORMATIVE AND COLLABORATIVE CULTURE
RIGID POLICIES BASED ON DISTRUST OPEN, COMPASSIONATE POLICIES BASED ON TRUST
SINGLE FUNCTION, SILOED METRICS INTEGRATED FUNCTIONS AND KPIs
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12.
MORAE GLOBAL MUST ACQUIRE SPEED AND AGILITY TO DRIVE HIGH PERFORMANCE
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DATA ANALYTICS Siloed; historical and reporting; internal focused
Business-user empowered; enterprise-wide; real-time and prescriptive;
customer empowered
CHANNEL
STRATEGY
Independent service line and channelized offerings,
inside-out development
Multichannel integration; customer-aligned; channel agnostic platforms;
social enabled; built for continuous interactions, outside-in development
BUSINESS
ARCHITECTURE
Internally (or system) designed; inflexible; automated through
business rules; manual with human subjectivity and vendor
partnerships
Agile; standardized; customer-defined; automated and smart systems
leveraging machine learning enhancing operational efficiency and
reducing costs
SERVICE
STRATEGY
Limited Service innovation; traditional approaches and methodologies
taking longer time to deliver (non-agile)
Reduced speed to delivery; enterprise support with no siloes of support;
service innovation using IoT, cloud, big data and partnerships bundled
or created as per client needs;customer journey maps, customer
events.
REVENUE
MODEL
Serial engagements. “One off” transactions. Traditional. Subscription with leveraged digitized products/services.
CULTURE
More than one organizational culture exists impacting the company’s
overall ability to execute and it has not kept pace with the
organizational changes and technology disruptions
Enterprise capabilities are enriched by culture that enables faster
decisions based on ecological rationality and is adaptable to meet
future Innovation needs. Transformative, innovative, high performance.
STRATEGY Hard lines around services lines offered, redundant and complex
Services with a strong integration capability tailored for client; agile and
efficient, culture-led transformation.

13.
ORGANIZATION SHIFT TOWARDS CUSTOMER EXPERIENCE
CONSULTING
Integrated view of the customer with deep knowledge of the
customer’s needs, expectations, and preferences managed by
a customer analytic record
Fragmented data and reporting limiting the
understanding of the customer to organization
Reactive and proactive tailored interactions with the
organization “speaking as one unified brand”
Individual offerings / service line mandate
expectations limit customer experience
Cross-channel and service lines coordination for internal collaboration
and external customer engagement for efficiency gains
Organization and service line silos inhibit
omni-channel coordination and integration
Co-creation principle. Next best actions are proposed to the
customers, with innovation and continuous improvement
initiatives to enhance customer experience
Lack of governance around audience control
and customer strategy result in over-reached
and under-served customers
Culture as a competitive advantage. Adaptable and flexible
throughout the organization with a guiding corporate vision and
strategy
Service Lines have differing strategic
objectives driving inefficiencies

14.
Ecosystem Integration Internet of Things
Dynamic Pacing
API Economy
A flexible platform will be
explored as a service-oriented
architectural pattern that
enables the rapid and scalable
development and delivery of
consulting services leveraging
agile, lean and continuous
principles.
Flexible Platfrom
A network of dedicated physical objects
(things) that contain embedded
technology to sense or interact with their
internal state or external environment.
The IoT includes things that enable
efficiency gains through
communications and collaboration
API’s will form the
basis of multi-channel
integration as part of
digital business
strategy
core
Standardized
Custom /
Differentiating
Innovative
risk
IT enables business to adopt
variable pace to increase
delivery velocity, increase
quality, reduce cost to
change and promote shared
accountability. This would
apply across Standardized,
Custom and innovative
service offerings.
Any Service
Any Device
Any Data
Big Data Analytics
Driven by large and varied data, big
data analytics can point the way to
various business benefits, including
growth opportunities, effective
marketing, better customer service,
improved operational efficiency and
competitive advantages. Can leverage
Machine Learning and Deep learning
to optimize delivery further for a digital
enterprise.
Cloud
Cloud is the foundational driver in
digital transformation journey. it
offers the scale and speed that is
needed for businesses to focus on
transformation with a clear impact on
the role of the IT in facilitating rapid
change to meet customer
expectations.
NEED TO LEVERAGE DISRUPTIVE TECHNOLOGIES
THE 6 NEXT GENERATION AGILE ARCHITECTURE
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15.
AN HONEST AND
OBJECTIVE LOOK
WHERE IS MORAE GLOBAL ON THE
DIGITAL BUSINESS
TRANSFORMATION CURVE?
How digital innovation transforms industries
The position of an industry on this curve depends on the
degree to which companies and customers within it have
embraced digital transformation. While conceptual, the
curve shows how laggard incumbents have already
disappeared from industries in which digital disruption
began early, such as traditional media. In industries where
digital transformation is less pervasive but more of a
gathering force, there is still time for incumbents to adapt
and survive.

16.
KEY CONCEPTS OF DIGITAL BUSINESS
TRANSFORMATION
Presented by Logical Heuristics

17.
FIRST STEP: A MINDSET CHANGE
IT ACQUIRES A PIVOTAL ROLE IN BUSINESS
TRANSFORMATION
BUSINESS
NEXUS
IT
INFORMATION
CORE SERVICES CORE SYSTEMS
TRADITIONAL IT AND BUSINESS ORGANIZATION
(PRE-DIGITAL TRANSFORMATION)
INFORMATION
SYSTEMS
ECOSYSTEMS
INTERNET
OF THINGS (IoT)
IT
API’s
BUSINESS
NEXUS IT
ECOSYSTEMS WILL PLAY A
KEY ROLE IN THE
OPERATING MODEL
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BUSINESS FOCUSES ON
SERVICE INNOVATION
TOWARDS VALUE
CREATION, THUS
GENERATING GROWTH
OPPORTUNITIES
IT IS THE CORE DIGITAL
BUSINESS ENABLER
IT IS MORE THAN
INFORMATION SYSTEMS; IT
LEVERAGES DATA AND
ANALYTICS TO SUPPORT
BUSINESS GROWTH
(CUSTOMER ACQUISITION
AND RETENTION)
DIGITAL BUSINESS
INCLUDES CONNECTING TO
THE INTERNET OF THINGS
FROM THE PHYSICAL
WORLD

18.
Simple Operating Model
Service Provider operating model had multiple service lines
to fulfill a customer solution
Customer Is In Charge and Defines Brand Engagement
Customers, and not service providers, control the end-to-end
implementation of solutions
Service Systems
Service organizations owned and controlled the offerings and
therefore the resulting service systems were streamlined and
sequential.
Customers Don’t Think Along Service Lines
Customers want one view of the service provider, irrespective of
the service lines
Customer Had Limited Choices
Customers were not informed on competing differentiators,
services or efficiency gains in near real time.
Digital Platform Is the Service Hub
A Digital Business Platform that is a interrelated system of all
service lines and built with service dominant logic will become the
hub through which consulting services will be created, tailored and
will become the source of the largest proportion of revenue
Marketing: A One Way Conversation
Conventional marketing channels had no way for attribution,
feedback loop or social network effect. They are disparate
among different business lines and there offerings.
Digital Platform Is the Service Hub
Customers are not loyal to consulting service providers; they will
continue to be loyal to the basics when it comes to meeting their
needs with agility and to satisfaction.
DESIGNING THE DIGITAL FUTURE FOR SERVICE ORGANIZATIONS
ARTICULATE NOT JUST EXPECTATIONS, BUT ASPIRATIONS OF CLIENTS BASED ON MARKET
TRENDS/INSIGHT IN ORDER TO CONTINUE TO BE RELEVANT
LEGACY BUSINESS DIGITAL BUSINESS
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19.
Operational Excellence
Value Creation
Bottom Line Impact
Cost reduction and
optimization
Experience Design
Value Capture
Topline Impact
Increased revenues due to
customer retention and
acquisition
Innovation
Value Proposition
Bottom and Topline Impact
Digital platform creates exponential
growth
Time
Value/Growth
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UNDERSTANDING OUR BUSINESS VALUE WAVE
THE BUSINESS VALUE WAVE ENABLES FOCUS ON HIGH IMPACT, HIGH VALUE
INNOVATION DURING TRANSFORMATION JOURNEY
Speed and Agility
Business and IT focus on enhancing
operational efficiencies and reducing costs.
Experience As Competitive Advantage
The focus here are all the actors in the
ecosystem: employees, customers, partners,
vendors, agencies, etc. Customer engagement,
customer value, customer demand and customer
satisfaction are prime opportunities for designing
and delivering personalized experiences.
Business Future Proofing
This is where the magic happens. We start
ideating on service and product innovation.
Digital business platforms can spark service
transformation. This is also where business
model innovation happens in terms of creating
new service offerings tailored for customers
(e.g. end to end offering integrating 3 service
lines). By leveraging platform business, both
value and growth scale exponentially.

20.
Operational Excellence
Value Creation
Experience Design
Value Capture
Innovation
Value Proposition
Time
Value/Growth
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EXPLORING
INNOVATION
OPPORTUNITIES IN
THE VALUE WAVES
POSITION TO EXPLOIT
STRATEGIC OPPORTUNITIES
AND MAKE A BUSINESS IMPACT
TRANSFORMATION INITIATIVES
 Establish digital organization models,
processes and workflows
 Establish organization development
roadmap to ensure digital capabilities are
improved across people
 Enhance portfolio management: balance
operations with innovation & digital with
legacy improvement initiatives
 Establish new and increased demand
sensing and fulfillment in real-time
 Create a real-time forecasting capability
for demand
 Leverage operational data for better
predictability to eliminate delivery risks and
challenges
 Explore process automation opportunities
to improve agility in delivery
 Develop digital forensics and identity
management for security and risk
management
TRANSFORMATION INITIATIVES
 Enable APIs to explore ecosystems
integration
 Manage volume, velocity, value, veracity
and variety of data across service lines to
support sales, marketing, ,customization to
offerings, quality assurance, customer
relationships, performance management,
agile delivery.
 Assess current core platform for increased
efficiencies. A federated digital business
platform, business units alignment, cloud
enablement, mobile, and big data analytics.
 Journey mapping of all customer in the
ecosystem for better digital engagement.
 Identification of all personas in the
ecosystem
 Organizational re-alignment, re-training, re-
scheduling, etc.
TRANSFORMATION INITIATIVES
 Articulate strategic direction & operating model or business
model impact
 Develop new governance and digital strategy roles (e.g. CDO,
CGO)
 Establish agile strategic investment planning (e.g., proof-of
concept)
 Build an digital transformation opportunity assessment and
execution capability (e.g., MVPs, MCP, and rapid prototyping)
 Enable IT and Business convergence to support new digital
business models
 Establish diverse partnerships, vendor and supplier
performance management
 Create new and agile financial models, moving away from
annual planning cycles
 Develop new and clear chargeback or show back for accurate
financial measurement and performance
 Evolve contract terms and conditions with new vendor and
supplier models by leveraging the digital capabilities provider
landscape

21.
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DESIGNING A DIGITAL READINESS EVOLUTION ROADMAP
IDENTIFY KEY INPUT, PROCESESS AND OUTPUTS FOR DIGITAL BUSINESS
STRATEGY DESIGN AND DEVELOPMENT
DELIBERATION
Goals and Objectives
Choices
o Business Architecture
o Ecosystems
o Organization and
Culture
o IT
o Market Enablers and
Influencers – IoT ,
Cloud, Security
o Customer Engagement
Principles and Outcomes
Hypothesize
Target State
Transition Components
o Service Management
o Operations Management
o Culture
o Integration Technology
o Architecture
o Business Value Realization
o Governance
o Skills and Competencies
Gap Analysis & Guiding
Principles
Prioritized Initiatives
and Investment
Identify Choice
Vision / Mission
Roadmap (Short and Long Term)
Critical Success Factors (CSFs)
Benefits and Desired Outcomes
PURPOSEFUL STRATEGY DEVELOPMENT

22.
BUILD
• Digital Business Platform
• Change Management
DEPLOY
• Ecosystem development
• Governance
OPTIMIZE
• Performance
• Customer Retention nad
Growth
INNOVATE
• New Market Creation
• New Value propositions
DIGITAL BUSINESS PLATFORM
NEW PLATFORM BUSINESS
A FULL PLEDGED DIGITAL BUSINESS POSITIONED FOR EXPONENTIAL GROWTH
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23.
WE THRIVE IN CO-CREATION AND
PARTNERSHIP
Presented by Logical Heuristics

24.
All transformation initiatives are change events.
In your digital innovation journey, the following building blocks need to be considered for
potential innovation opportunities: technology, process and data. Yet the most impact
and radical change will manifest itself in the organizational space. We believe that
successful transformation is driven by culture and leadership. The human factor, the
employees and leadership, will have to undergo their own transformation. This is the
only way to design and sustain a corporate innovation engine.
We call this “culture-led” transformation.
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25.
WHAT MAKES US DIFFERENT?
OUR CORE VALUES AND BELIEFS IN ACTION
Strategy Is Job #1
We believe that a compelling and socialized
strategy precedes everything in regard to
business transformation. Strategy must design a
target state that articulates specific business
goals and objectives.
Technology Is A Business Enabler
Technology is a means to an end. And that end is
the Future State - an ideal outcome where
business value is realized and delivered.
Pioneering IP
We have developed a patented leading practice
framework and methodologies based on
formalized and structured heuristic models.
LHBalance™ enables us to view your company
as a holistic business ecosystem.
Value Realization
As your trusted advisor, we are passionate and
have a strong commitment to value creation. This
is why we consistently articulate and deliver value
at pivotal milestones during engagements.
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26.
WHAT MAKES US DIFFERENT? (cont’d)
OUR CORE VALUES AND BELIEFS IN ACTION
People Centric Transformation
The H Factor. We believe that people are the
critical success factors when it comes to driving a
sustained digital transformation initiative. Culture
and leadership do matter.
Co-Creation
Let’s start with this: you are the expert in your own
business. We present ourselves as humble
servants. Our approach is to generate meaningful
conversations. We use facilitation so we can
mutually generate actionable insights.
Hybrid Digital Leadership
Business transformation is highly nuanced.
Change events are complex. Our Digital
Practitioners possess multi-disciplinary
capabilities in business, technology and design.
Deep Domain Expertise
As seasoned advisors and consultants, our Digital
Practitioners have acquired expertise in strategy
and innovation, vertical/industry and technology
products and services.
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27.
GETTING UNKNOWNS TO KNOWNS
YOU CANNOT RESOLVE WHAT YOU CANNOT SEE
LOGICAL
PROCESS
TECHNOLOGY
DATA
HEURISTICS
BELIEFS
MOTIVATIONS
ASPIRATIONS
VALUES
BEHAVIOR
LEADERSHIP
CULTURE
PEOPLE
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28.
Maturity Assessments
The goal is to demonstrate to the business leadership the degree and
maturity of their organization’s implementation processes.
Change Readiness
Managing change is one of the key drivers of team and organizational
transformation success. The goal is to determine the level of
preparedness of the conditions, attitudes and resources, at all levels in
a client’s business ecosystem.
THE DIGITAL BUSINESS ECOSYSTEM
OUR BALANCED PERSPECTIVE LOOKS AT BOTH LOGICAL AND HEURISTIC MODELS
Our Secret Sauce
At Logical Heuristics, we look at your business ecosystem with a
balanced and holistic (LHBalance™) perspective. We see people as the
core and critical success factor in digital innovation. We call this “culture-
led” transformation.
PEOPLE
PROCESS
TECHNOLOGY
DATA
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29.
OUR ENGAGEMENT METHODOLOGY
DIGITAL STRATEGY DESIGN AND DELIVERY
InnovationExperience
Design
Operational
Excellence
0. Project Initiation 1. Envision Opportunities / Target State Design
2. Establish Baseline / Current State
Analysis
3. Design and Develop Strategy Deliver Benefit and Value Realization
STRATEGY DESIGN STRATEGY DELIVERY
☞ Set the foundation for a successful
engagement that is delivered on
time, within budget and meets the
anticipated objectives
Outputs/
Outcomes
☞ Industry Visions ☞ Personas / Customer Journeys
☞ Digital Commerce Vision ☞ Minimum Viable Product(s) or MVP
☞ Business Capability Model
☞ Ecosystems – Partnership and
Sourcing Model
☞ Innovation Opportunities ☞ Future Delivery and Org Model
☞ Success Criteria & Metrics
☞ Technology Principles
☞ Gap Assessment
☞ Current State Baseline
☞ Recommendations
Innovation Initiatives and Strategy
☞ Roadmapping
☞ High-Level Prioritized Initiatives
☞ Prioritised Business Model / Capabilities Proposition
☞ Technical Reference Architecture
☞ Target Delivery Model
Transformation Roadmap
☞ Roadmap Executive Presentation
☞ Case for Change
☞ Risks and Mitigation Plans
� Identify stakeholders to form
understanding of the Digital
Strategy objectives, business
drivers and requirements
� Design and socialize data
collection, storage and analysis
processes and procedures
� Agree on status reporting
cycles, audience and templates.
� Set up Governance,
Stakeholder mapping and
Project Team
� Socialize Trends
� Define Business Vision
� Define Principles
� Identify Opportunities
� Define Success Criteria
� Define Metrics
� Define Strawman Digital
Strategy
� Define Future
Capabilities –B2B /
B2C
� Identify Personas
� Describe Customer
Journeys
� Model Future
Ecosystem
� Define Organization
Model
� Define Delivery
Success Criteria
� Define IoT
Opportunities
� Develop Conceptual
Technical Architecture
� Establish Current State Maturity
Baseline
� Fit Gap Analysis between current
and future state for Customer
Experience Design, Operational
Excellence and Innovation
� Consolidate improvements into a set of
common initiatives
� Prioritization of Initiatives
� Formalization of Strategy with High level
� Reference Architectures
� B2B/B2C Use Case references
� Business Model / Capability
propositions
� Process, People, Tools and
Technology change
management / transition
delivery models
� Develop Transformation Roadmap
Design and Implementation
� Requirements Confirmation
� Market Scan
� Sourcing Strategy Confirmation
� RFP Development
� Competencies and Skills
� Security and Risk Management
� Organizational Change
Management
� Benefits Realization
� Vendor Management
� Program Oversight / IRV
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30.
OUR ENGAGEMENT ROADMAP
Presented by Logical Heuristics

31.
OUR ENGAGEMENT ROADMAP
FULL INNOVATION LIFECYCLE: FROM STRATEGY DESIGN TO DELIVERY
Digital Value Summit (DVS)
Part presentation, part workshop, this session is aimed at the client
Executive Leadership. Goal is to understand Digital Strategy, it’s
impact and value add to the business. Duration: 2-3 days (est.)
Digital Strategy and Transformation
This is our core service offering. Activities include Current
State Assessment, Future State Design, Gap Analysis and
Roadmapping. Duration: 10-12 weeks (est.) Strategy Execution (PPM/QA)
During implementation, we can provide advisory services
via Program/Project Management and Quality Assurance
(PPM/QA). This is to ensure that Future State business
value is realized with goals and objectives met. Duration:
Variable.
Independent Review and Validation (IRV)
This is a periodic advisory service offering. Our team will
conduct project review, monitoring, feedback and
recommendation at regular intervals for the whole
implementation stage. Duration: Variable.
Fractional CDO
We will provide a Chief Digital Officer (CDO) to jump start your
digital innovation journey. Excellent option for clients when building
Digital or Innovation Hub within the company. Duration: Variable.
Legend:
Strategy Design
Strategy Delivery
Digital Business Agile
Enterprise and High
Performance Culture
Innovation
Engine
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32.
WE ARE ONE TEAM
THE ENGAGEMENT LEADERSHIP TEAM
Madhu Gaganam
madhukar.gaganam@logicalheuristics.com
Chief Digital Strategist
Digital Strategy and Transformation
Global Delivery and Execution
Industry 4.0/Smart Manufacturing
Vihar Rai
vihar.rai@logicalheuristics.com
COO
Product Development
Cyber Security
Identity Management
Ken Polotan
ken.polotan@logicalheuristics.com
CEO
Engagement Management
Revenue and Growth
Strategy and Innovation
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