Transformation starts with an inventory, not a purchase order
Digital transformation consulting is decision preparation: we count the digital assets your company already owns, score their maturity across five dimensions and write a prioritised twelve-month roadmap. The output is not a presentation deck. It is an inventory table, a maturity score, a roadmap, an in-house versus agency division of labour and a KPI framework.
Whose responsibility are these decisions?
Most transformation decisions appear in nobody's formal job description. Domain and account ownership sits with IT, content with marketing, integrations with the ERP vendor, and no one sees the whole picture. Consulting turns that gap into an ownership table: every asset, every decision and every metric gets a named owner.
| Decision | Marketing agency | Software agency | Baki Bilisim |
|---|---|---|---|
| Who compiles the inventory of every digital asset the company owns? | Out of scope | Out of scope | In scope |
| Who decides which piece of work is done first and which one waits? | Partly, for its own channel only | Partly, for its own channel only | In scope |
| Who puts the division of labour between the in-house team and the agency in writing? | Out of scope | Out of scope | In scope |
These categories leave those rows unclaimed because their scope is different, not because they are deficient. The full account of the split: why Baki Bilisim.
Why does transformation stall even after the software has been bought?
Because the missing piece is usually priority and ownership, not tooling. In a company with no inventory, two teams do the same job in two different systems, the numbers disagree and the return on the investment cannot be measured. A new licence does not resolve that. It only makes it more expensive.
- Three versions of the truth for one product The website, the dealer portal and the PDF catalogue publish different technical specifications and different prices. When a procurement engineer asks which one is binding, there is no single owner who can answer, and the quotation slips.
- Domains and accounts with no owner Campaign domains bought years ago, advertising and social accounts, stay attached to the personal mailbox of an employee who has since left. When the renewal date arrives, the brand name becomes available to third parties.
- A budget nobody can defend The year's spend on the site, the app, advertising and content is not visible in a single table against a single objective. In the budget review no line can be defended item by item, so the cut lands on the most visible line.
- Data-protection duties with no named controller Forms, analytics tags and third-party embeds collect personal data across several sites at once. When a GDPR or KVKK question arrives, the company cannot say in one sentence which system holds which data or who is accountable for it.
70%
The share of digital transformation programmes that fall short of their intended results.
Source: Boston Consulting Group — Flipping the Odds of Digital Transformation Success (2020) · Accessed: 2026-07-29 Open the source (opens in a new tab)
That figure is a finding from international research. It is not an estimate produced for your organisation. A number about your own situation only exists once the inventory and the maturity measurement have been done.
What does the consulting deliver in concrete terms?
Six deliverables: a digital asset inventory, a five-dimension maturity assessment, a prioritised twelve-month roadmap, an in-house versus agency RACI table, a KPI framework and a governance rhythm. All arrive as editable files: working documents, not slides. When the engagement ends the documents stay with you and the copyright is yours.
| # | Deliverable | Format | When |
|---|---|---|---|
| 01 | Digital asset inventory | Table (XLSX/CSV) + ownership list | End of week 2 |
| 02 | Maturity assessment | Scoring table + evidence-backed finding notes (PDF + XLSX) | End of week 3 |
| 03 | Twelve-month roadmap | Quarter-based timeline (XLSX) | End of week 4 |
| 04 | In-house versus agency RACI table | Role and decision matrix (XLSX) | End of week 5 |
| 05 | KPI framework | Metric dictionary: definition, source, frequency, threshold (XLSX) | End of week 5 |
| 06 | Governance rhythm | Meeting, reporting and decision flow definition (PDF) | End of week 6 |
RACI shows, on one row per work item, who is responsible, who is accountable, who is consulted and who is informed. Its purpose is not to distribute authority but to close the argument about who owns a piece of work.
Digital maturity
Digital maturity is an evidence-based level measure of how deliberately a company manages its digital assets. It does not count the tools in use; it measures how clear ownership, measurement and the decision flow are.
Why it matters: without a known level, where to invest stays guesswork, and twelve months later whether anything improved remains a matter of opinion.
On what scale is maturity scored?
Each of the five dimensions is scored on the five-level scale below. A level is granted to evidence, not to a claim: a dimension without a measurement output, a screen recording or a document reference is not written up a level.
- LEVEL 1 Undefined The work gets done, but it has no written definition and no owner. Knowledge sits with individuals.
- LEVEL 2 Repeatable The same work is repeated in a similar way, but there is no written flow and no control step.
- LEVEL 3 Defined Flow, owner and approval steps are written down. A new joiner can learn it from the document.
- LEVEL 4 Measured The output of the defined flow is measured regularly; metric, source and threshold are set.
- LEVEL 5 Managed Measurement turns into decisions; budget and priority are updated from the data.
Which five dimensions are measured?
| Dimension | What is examined | Finding we meet often |
|---|---|---|
| Visibility | Findability in search engines, answer engines and AI assistants; indexability and crawler access policy | The site is closed to search engines, or a sitemap has never been produced |
| Experience | Mobile performance, accessibility, whether forms actually work, correctness of the multilingual structure | The product catalogue does not open on a weak mobile network; the quotation form returns an error |
| Data | Single-source product and location data, structured data, correctness of the measurement setup | Three different attribute sets for one product; the measurement tag loaded more than once |
| Process | Content production, update and publishing flow; request handling and approval steps | An update request disappears into an email thread; the publication date belongs to no one |
| Governance | Ownership, authority, budget decisions, supplier management and data-protection accountability | Owners of domains, hosting and accounts are unclear; contracts contain no exit clause |
How does the engagement run?
In five phases: compiling the inventory, the maturity assessment, the prioritisation workshop, writing the roadmap and RACI, then the KPI framework and governance handover. Each phase has one written deliverable, one measurement criterion and a named owner. Phases are not skipped; the next one does not begin before the previous deliverable is approved.
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Digital asset inventory
Domains, sites, mobile apps, social and advertising accounts, email infrastructure, data flows and supplier contracts are gathered into a single table. Registration ownership, renewal date and access rights are verified separately for every row.
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Maturity assessment
Visibility, experience, data, process and governance are scored on the five-level scale. Evidence is written under every score: a measurement output, a screen recording or a document reference. A dimension without evidence is not moved up a level.
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Prioritisation workshop
Findings are ranked by business impact and implementation difficulty. The decision is taken in a single meeting with the decision maker present and recorded in the minutes. At most five items enter the first quarter; what does not fit moves to later quarters rather than off the list.
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Roadmap and RACI
A twelve-month, quarter-based plan is written. For every work item the responsible, accountable, consulted and informed parties are entered into the table, and the work the in-house team will do is shown separately from the work to be sourced outside.
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KPI framework and governance handover
For each objective a metric definition, measurement source, measurement frequency and threshold value are written. The reporting and decision rhythm is set up, the documents are handed over in editable formats and a short handover session covers how to use them.
How is the success of this consulting measured?
By six acceptance criteria: inventory coverage, ownership gaps, change in the maturity score, roadmap completion rate, KPI definition completeness and adherence to the governance rhythm. The criteria and their thresholds go into the contract, and each one names its measurement source. Acceptance is granted by the table, not by anyone's opinion.
| Criterion | Threshold | Measurement tool / source |
|---|---|---|
| Inventory coverage | 100% — every known domain, account and app listed | Inventory table + domain registry lookup and registrar panel |
| Ownership gaps | 0 rows — no record left without a named owner | Inventory table review |
| Change in maturity score | At least +1 level on average over 12 months | Re-assessment with the same scoring model |
| Roadmap completion rate | ≥ 80% per quarter | Roadmap tracking sheet · quarter closing review |
| KPI definition completeness | 0 undefined metrics | KPI dictionary — metric, source, frequency and threshold fields filled |
| Adherence to the governance rhythm | ≥ 90% of planned decision meetings held | Meeting log and decision minutes |
This table is the acceptance criterion for the service. It contains no commitment about business results such as revenue, market share or unit sales: those depend on price, product, competition and demand, all outside the control of a consulting engagement. What we commit to is that the decision rests on data.
Which companies get real value from this?
Value grows with the number of assets and decision points: multi-site, multi-dealer, multilingual or multi-subsidiary structures. In a single-site company with one decision maker the inventory can be finished in an afternoon, and at that scale we do not recommend a separate consulting contract. We work in the five sectors below.
- Manufacturing and Factories When product data lives in the ERP, the catalogue in a PDF and technical documents in email attachments, the inventory pays for itself on day one here.
- Retail Chains As the store count rises, the balance between local visibility and central brand control stops being a technical question and becomes a governance decision.
- Dealer and Franchise Networks Sites, business profiles and ad accounts that dealers open on their own keep growing outside the brand's control until the inventory is compiled.
- Export Industry The multilingual structure, target market selection and language-region tagging are decisions that belong in the first quarter of the roadmap.
- Corporate Holdings Digital decisions taken separately by each subsidiary cannot be compared with one another without a shared maturity model.
If your sector is not on the list, that does not mean we cannot work together; it means we have not written a page for it. All sector solutions.
Which questions come up most often?
Six questions repeat: where to start, how maturity is measured, what the output concretely is, whether consulting is needed when an in-house team exists, how long it takes and who carries out the implementation. Each is answered below in a form that stands on its own. For a question that is not listed, use the contact page.
Where does digital transformation start?
It starts with an inventory. Until the domains, sites, apps, advertising and social accounts, data flows and supplier contracts a company owns are gathered into a single table, there is no defensible way to say which piece of work comes first. Software selection comes after that table; done before it, what usually gets bought is a duplicate of a tool the company already has.
How is digital maturity measured?
On a scale of 1 to 5 across five dimensions: visibility, experience, data, process and governance. Every score rests on an evidence line; no level is granted without a measurement output, a screen recording or a document reference. The scoring is repeated twelve months later with the same model, so progress is compared on an identical scale rather than by impression.
What is the concrete output of the consulting?
Six files: the digital asset inventory, the maturity assessment report, a twelve-month quarter-based roadmap, an in-house versus agency RACI table, a KPI dictionary and a governance definition. All of them are delivered in editable formats and the copyright belongs to the client. They are working documents that teams use daily, not a presentation deck.
Do we need consulting if we have an in-house team?
With an in-house team, consulting is needed for prioritisation and ownership rather than for implementation. In-house teams usually hold the most detailed knowledge of their own area; what is missing is a shared table for deciding across areas and an assessment made from outside. If you have no in-house team, the same work also clarifies the hiring profile you need.
How long does digital transformation consulting take?
Typically four to six weeks. The main variables are the number of assets and how quickly information can be reached: if domain records, account access and supplier contracts are collected quickly, the work closes in four weeks. Multi-site and multi-subsidiary structures can run past six weeks; when that is likely, we state it in writing before the contract.
Do you also carry out the implementation?
We can carry out part of the roadmap; web and mobile build, SEO, AEO, GEO, Core Web Vitals and structured data are within our own service scope. Consulting is a separate contract, though, and it is not conditional on giving us the implementation. The roadmap is written so that it remains usable if you hand the work to another supplier.
See the measured state of your digital assets within five working days.
The audit is free and creates no obligation to work with us. The report itemises AEO answerability, AI crawler access, Core Web Vitals, structured data validity and WCAG 2.1 AA gaps. If a consulting engagement follows, that report becomes the first input to the inventory.
We work with corporate-scale, multi-location or multilingual organisations. One-off small jobs fall outside our scope; in that case we point you to smaller studios.