Aetio specialises in the ‘intelligence – decision – action’ cycle that determines an organisation’s ability to respond to volatile and uncertain events. Systems with people at the centre of activities. Digital technologies can alter the speed, scale and quality of interactions


Digital Business

Taking a holistic look at how modern technologies are transforming the ‘intelligence – decision – action’ cycle. Change is rarely a choice

Digital technologies do not recognise geographical boundaries or respect companies that have been successful in the past
– Matthew Key, CEO Telefonica Digital, 2012

Digital Business is our ‘Art of Possibilities’ scenario – exploring how digital, social and mobile technologies are transforming industries and disrupting ‘business as usual’ by enabling very different ways of working. Rendering traditional systems and habits ineffective. What should the future workplace look like? What changes will deliver the most impact? What does the organisation need to do to survive and thrive in the digital era?


Social Capital

Putting people at the centre of solutions and using digital technologies to amplify the benefits from cooperation

Improved communication and collaboration through social technologies could raise productivity by 20 to 25%
– McKinsey Global Institute Analysis, 2012​

Digital technologies can accelerate and scale participation in a variety of ways, improving the use and value of social capital to create smarter and more productive systems:

  • Social networks to broaden and deepen relationships
  • Real-time communications to accelerate knowledge transfer
  • Collaborative workspaces to co-ordinate shared deliverables
  • Knowledge management to inform future decisions

Culture eats strategy for breakfast, technology for lunch and products for dinner
– attributed to Peter Drucker and Bill Aulet

To be effective requires balancing technology capabilities with social and economic factors – individual behaviours and group dynamics will determine outcomes


glyph-docs-150Information Management

Organising and using digital content as a strategic asset, for its own value and its role within business processes

I believe it is only a matter of time before enterprise software consists of only four types of application: publishing, search, fulfilment and conversation
– JP Rangaswami, 2007

Publishing Search
Managing access to, and the lifecycle of, formalised intellectual property Improving discovery through indexing, navigation, alerts and filters
Conversation Fulfilment
Facilitating real-time updates for rapid and informal knowledge transfer Leveraging content within processes to improve decisions and actions

The basics for digital content management and communications are well formed with maturing web standards and established conventions to improve usability. But a tension is growing as the speed of access to information accelerates. Forcing a trade-off between convenience and control when designing content management systems


glyph-phoneshake-150Mobile Productivity

Internet services connected to mobile and wearable devices are altering when, where and how we interact digitally

‘Mobile Economic Time’ is creating an additional 30 days of productivity per year – CA Technologies, 2013

Tablets are not the most powerful gadgets. But they are the most convenient when working on the move thanks to new capabilities such as natural user interfaces and virtual personal assistants providing real-time notifications and automated updates. To benefit requires a fundamental rethink about the design of interactions. Networked individuals using consumer-based tools can outperform traditional enterprise systems and decision hierarchies

Every company is becoming a technology company. Every budget is becoming an IT budget
– Gartner CIO Symposium, October 2013

Many of our client engagements originate from forward-thinking IT departments, exploring the opportunity to modernise information and communications systems. Establishing the technology mandate that makes ‘digital by design’ possible