All Foundries

Commodity Management & Trading

Transforming trading ecosystems through data-driven insights and secure, agile platforms that empower global commerce.

Customer & Marketing Strategy

Reimagining customer engagement with personalized, connected experiences that build trust and long-term value.

Digital Engineering

Turning ideas into scalable digital solutions—accelerating transformation through design, technology, and engineering excellence.

Station Studio

Redefining mobility hubs with digital innovation to create smarter, sustainable experiences for people and businesses on the move.

Supply Chain & Industry 5.0

Building resilient, intelligent supply networks that anticipate change and deliver efficiency with purpose.

Sustainability

Driving responsible innovation to help organizations achieve net-zero goals and create a positive impact for future generations.

Physical AI

Physical AI gives machines, robots and physical operations the ability to perceive their environment, decide what matters and act in real time. Factories, plants, stores and infrastructure become systems able to sense conditions, learn from them and improve on their own, closing the gap between the physical and the digital world.

Next-Gen Infrastructure

From networks as infrastructure to connected platforms that enable critical, autonomous and intelligent operations.

Four business units, one technology roadmap after the merger

After an acquisition, a retail group ran four business units on four technology stacks. NTT DATA mapped processes, applications, ERP, CRM and infrastructure across all of them and designed a low-risk transition roadmap. The group now works from a prioritized portfolio of initiatives, with synergies identified for each unit.

Four business units, one technology roadmap after the merger

Retail

A pharmacy retailer grows average ticket by 8% and lab services sales by 18%

Pharmacy and health retailers compete on the visit itself: the counter, the advice, the lab test. This retailer measured its digital maturity with NTT DATA, organized more than 16 initiatives into cross-functional work cells and tracked each result. Average ticket rose 8% and lab and diagnostic services sales grew 18%.

A pharmacy retailer grows average ticket by 8% and lab services sales by 18%

Contact

A pharmacy retailer grows average ticket by 8% and lab services sales by 18%

Average ticket: +8%

Customers spend more per visit after the experience initiatives.

Lab and diagnostic services: +18%

Sales growth in the services line.

Strategic initiatives: 16+

Deployed across customer experience, revenue management and operations.

Every initiative

Each work cell measures the results of its own plan.

Pharmacy Digital Transformation

A clear plan to grow revenue through the customer experience

Objectives

Increase revenue and cut costs by improving the customer experience, optimizing revenue management, using advanced analytics for decisions and strengthening operational excellence.

Opportunity

One value proposition gives every initiative the same direction, from the pharmacy counter to the lab.

Many levers, nobody coordinating them

The retailer had ideas for the experience, for pricing and for operations. Nobody knew where the organization stood, which idea came first or what each one delivered.

Key Challenges

1: Unknown starting point. The company had not assessed its current digital and operational maturity.

2: Scattered priorities. Initiatives ran on their own, without a shared order of priority.

3: Teams working apart. Commercial, operations and analytics teams worked on related problems from separate rooms.

4: No impact measurement. The company had no way to tell which initiatives moved revenue or cost.

Solution

Cross-functional work cells with measured impact

NTT DATA anchored the transformation in one customer value proposition and split the work into cross-functional cells, each with its own plan and its own numbers.

Maturity assessment

The team assessed where the organization stood in experience, revenue management, analytics and operations, and set the baseline for every later decision.

Work cells by priority

People from different areas formed cells around the current priorities, with one goal per cell.

Work plans per cell

Each cell deployed its own plan, with owners, timelines and expected results.

Impact measurement

The cells measured each initiative and used the numbers to decide what to scale and what to stop.

Impact

More revenue per customer and a team used to measuring

Average ticket grew 8% and lab and diagnostic services sales grew 18%. The retailer deployed more than 16 strategic initiatives, and impact measurement is now part of how every work cell runs.

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