Digital transformation consultancy for Design: six fronts running at once

Design is a Chilean retailer of building materials, wall coverings and finishes, with a consolidated physical operation and no digital presence that sustained sales.

Digital transformation fails when it is bought as a diagnosis: somebody delivers a report, the organization does not change its processes, and the report ages before it gets applied.

The starting point was not choosing tools but ordering how the business worked.

• Unmapped processes: work cycles were not documented, so the pain points could not be pointed at.
• Isolated fronts: any digital initiative would run without sharing data or measurement with the others.
• Vendor dependency: with no internal structure, every step forward tied the company further to a third party.

The underlying cost was a company growing in the physical world unable to follow that growth in the digital one.

We ran the transformation as sustained mentoring rather than a delivered diagnosis: auditing work cycles, defining the operational structure and correcting drift as it appeared.

The work was structured on four pillars: digital transformation, process restructuring, internal communication and external communication.

The method, and why the order matters

• Diagnosis of the overall state of the business and its indicators, to size opportunity and potential.
• Joint definition of objectives across product, publishing, operations, logistics and results.
• Action plan matched to those objectives, identifying the factors that leverage growth.
• Follow up with recommendations during implementation, to correct drift as it appears.

Process restructuring

• End to end audit and mapping of work cycles, with pain point detection and a resolution scheme.
• Definition of the operational structure, digital and technology integration, and full process documentation.

A model that ends in autonomy

• A staged path: from the client's existing structure supported by Habito 1, to a new internal structure working alongside it, to consolidating that structure with Habito 1 on demand.
• Training of the client's teams and coordination of the six digital fronts so they share data and measurement.

Architecture and technology

• Definition of the new technology stack, process digitization and automation.
• Periodic status reporting, overall and per vertical Gantt, technical reporting and business intelligence.

Learn more about ecommerce development.

The first measurable result was site performance, and the underlying result is six digital fronts running at once with their own measurement.

Starting point

• Site performance at 50% and structure at 51%, with LCP of 4.2 seconds.
• Page weight of 8.90MB and 112 requests per page.
• No digital sales channel.

Results

• Site performance from 50% to 98% and structure from 51% to 84%.
• LCP from 4.2s to 1.8s, Total Blocking Time from 175ms to 0ms and CLS from 0.02 to 0.
• Page weight down 65% and requests down 64%.
• Digital channel from zero to 271 million in revenue and 1,907 transactions.
• Six digital fronts running at once, each with its own measurement.

Strategic impact

• The client moved from depending on an external vendor to consolidating its own internal structure.
• The fronts feed each other instead of running in isolation, because they share data and measurement.