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Flevy Management Insights Case Study
Digital Transformation Strategy for Boutique Event Planning Firm


There are countless scenarios that require Change Management. Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Change Management to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, best practices, and other tools developed from past client work. Let us analyze the following scenario.

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Consider this scenario: A boutique event planning firm, specializing in corporate events, faces significant strategic challenges in adapting to the rapid digitalization of the event planning industry.

The organization has experienced a 20% decline in market share over the last 18 months due to its slow adoption of digital tools and platforms. External pressures include an increasingly competitive landscape with new entrants leveraging technology to offer innovative, cost-effective solutions. Internally, the organization grapples with outdated processes and resistance to change management, impacting its agility and efficiency. The primary strategic objective is to undergo a digital transformation to enhance operational efficiency, customer engagement, and competitive positioning.



This boutique event planning firm stands at a critical juncture, where embracing digital transformation is not just an option but a necessity for survival and growth. The reluctance to adopt new technologies and processes has led to operational inefficiencies and a disconnect with the modern client's expectations. The need to integrate digital tools and platforms into its service delivery model is evident to reinvigorate its market position and customer value proposition.

Strategic Analysis

The event planning industry is undergoing rapid transformation, driven by digital innovation and changing client expectations. Technology has become a cornerstone in delivering personalized, engaging, and efficient event experiences.

As we delve into the industry dynamics, we observe:

  • Internal Rivalry: Competition is intensifying as technology-enabled newcomers are entering the market, offering innovative solutions at competitive prices.
  • Supplier Power: The proliferation of digital platforms has somewhat reduced the power of traditional suppliers, enabling event planners to source materials and services globally.
  • Buyer Power: With more options available, buyer power has increased, pushing firms to offer more customized and technologically sophisticated solutions.
  • Threat of New Entrants: The barrier to entry is lowering as digital platforms allow newcomers to offer event planning services without the need for a large upfront investment in resources.
  • Threat of Substitutes: DIY event planning tools and platforms pose a significant threat, as they empower end-users to organize events without professional help.

Emerging trends include the use of virtual and augmented reality for event visualization, the adoption of event management software for operational efficiency, and the increased importance of data analytics for personalized event experiences. These trends signify major changes in the industry dynamics, presenting both opportunities and risks:

  • Increased demand for digital experiences offers the opportunity to create more engaging and interactive events. The risk lies in failing to keep up with technological advancements.
  • The adoption of event management software can streamline operations and reduce costs, but requires significant upfront investment and training.
  • Leveraging data analytics for personalized experiences presents a competitive advantage, but raises concerns over data privacy and security.

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Internal Assessment

The organization's internal capabilities highlight a strong client relationship management track record but reveal significant weaknesses in digital competency and innovation.

SWOT Analysis

The organization's strengths lie in its deep understanding of client needs and a strong network of vendors and suppliers. Opportunities include embracing digital transformation to enhance service offerings and efficiency. Weaknesses are evident in the lack of digital skills among staff and outdated operational processes. Threats include the rapid pace of technological change and increasing competition from tech-savvy entrants.

Value Chain Analysis

Analysis of the organization's value chain reveals inefficiencies in event design and execution phases, where the lack of digital tools slows down processes and increases costs. Strengths are identified in client service and vendor management, which could be further enhanced with digital integration.

McKinsey 7-S Analysis

The organization's strategy, structure, and systems are currently misaligned with the demands of a digital-first marketplace. Skills, staff, and shared values need to evolve to support a culture of innovation and agility. Style of leadership must shift towards encouraging digital adoption and experimentation.

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Strategic Initiatives

Based on the insights from our analysis, the management has identified the following strategic initiatives to be pursued over the next 24 months :

  • Digital Infrastructure Upgrade: Implementing a comprehensive suite of event management and planning software to streamline operations, enhance client engagement, and offer innovative digital event solutions. This initiative aims to improve operational efficiency and client satisfaction. The source of value creation is from increased efficiency and the ability to offer differentiated services. This will require investment in technology, training, and change management.
  • Staff Digital Literacy Program: Developing a training program to enhance the digital skills of all staff, ensuring the effective use of new technologies and platforms. The intended impact is to build a digitally competent workforce capable of leveraging digital tools to improve service delivery. The source of value comes from increased employee productivity and innovation. Resources needed include training materials, external consultants, and time allocation for staff training.
  • Client Engagement and Personalization: Leveraging data analytics to gain insights into client preferences and customize event planning services accordingly. This aims to enhance client satisfaction and loyalty by offering personalized experiences. The value creation lies in differentiated service offerings and improved client retention. Investment in data analytics tools and expertise in data analysis will be required.
  • Change Management Initiative: Implementing a change management program to support the organization's transition to a digital-first approach, addressing resistance to change and aligning organizational culture with digital transformation goals. This is critical for the successful adoption of new technologies and processes. The value lies in creating an agile and adaptive organization. This will necessitate resources for external change management consultants and internal communication efforts.

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Change Management Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Without data, you're just another person with an opinion.
     – W. Edwards Deming

  • Operational Efficiency Gains: Measured by reduced time to execute events and lower operational costs.
  • Employee Digital Literacy Levels: Assessed through pre- and post-training evaluations.
  • Client Satisfaction Scores: Tracked through post-event surveys and repeat business rates.
  • Adoption Rate of New Technologies: Monitored through usage metrics of newly implemented systems and platforms.

These KPIs will provide insights into the effectiveness of the digital transformation strategy, highlighting areas of success and identifying opportunities for further improvement. Monitoring these metrics closely will enable the organization to adapt its approach as needed, ensuring the long-term success of its strategic initiatives.

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Change Management Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Digital Transformation Roadmap (PPT)
  • Staff Training Program Outline (PPT)
  • Data Analytics Implementation Plan (PPT)
  • Change Management Framework (PPT)
  • Technology Adoption Monitoring Dashboard (Excel)

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Digital Infrastructure Upgrade

The implementation team utilized the Balanced Scorecard and the Technology Acceptance Model (TAM) to guide the digital infrastructure upgrade initiative. The Balanced Scorecard, developed by Kaplan and Norton, is a strategic planning and management system used for aligning business activities to the vision and strategy of the organization, improving internal and external communications, and monitoring organizational performance against strategic goals. It was deemed invaluable for ensuring that the digital upgrade aligned with broader organizational objectives and for measuring its impact across various dimensions. Following this framework, the team executed the following steps:

  • Developed specific objectives and measures for the digital infrastructure upgrade across the four Balanced Scorecard perspectives: Financial, Customer, Internal Process, and Learning & Growth.
  • Integrated these objectives into the overall corporate strategy, ensuring that the digital upgrade contributed to the organization’s strategic goals.
  • Established a monitoring system to track the progress of the digital infrastructure upgrade against the Balanced Scorecard measures.

TAM was employed to assess and enhance the adoption of the new digital tools by both employees and clients. It allowed the team to understand the perceived usefulness and ease of use of the new technologies, which are critical determinants of technology adoption. The process involved:

  • Conducting surveys and interviews to gauge the perceived usefulness and ease of use of the new digital tools among employees and clients.
  • Analyzing the data to identify any barriers to adoption and developing targeted interventions to address these barriers.
  • Implementing training programs and support systems to improve ease of use and perceived usefulness of the new digital infrastructure.

The results of implementing these frameworks were significant. The Balanced Scorecard approach ensured that the digital infrastructure upgrade was closely aligned with the organization's strategic objectives and provided a comprehensive view of its impact across the organization. The use of TAM helped to significantly increase the adoption rates of the new digital tools among employees and clients, by addressing key usability and utility concerns. These strategic frameworks collectively contributed to a smoother transition to the upgraded digital infrastructure and enhanced the organization’s operational efficiency and customer engagement.

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Staff Digital Literacy Program

For the Staff Digital Literacy Program, the team applied the Competency Framework and the ADKAR Change Management Model. The Competency Framework was used to identify, define, and develop the digital competencies needed among staff to effectively utilize the new digital tools and platforms. It was crucial for creating a structured approach to upskilling employees, ensuring they had the necessary skills to support the organization's digital transformation. The team meticulously:

  • Mapped out the digital competencies required for different roles within the organization.
  • Designed a training program tailored to developing these competencies, incorporating both technical skills and digital literacy.
  • Assessed the effectiveness of the training program in enhancing digital competencies through evaluations and feedback mechanisms.

The ADKAR Model, which focuses on Awareness, Desire, Knowledge, Ability, and Reinforcement, was pivotal in managing the change process associated with the digital literacy program. By following this model, the team:

  • Created awareness of the need for digital literacy and its benefits to both individual employees and the organization.
  • Generated a desire among staff to participate in the training program and improve their digital skills.
  • Provided the knowledge and ability through targeted training sessions, hands-on workshops, and support materials.
  • Reinforced the changes by recognizing and rewarding progress and integrating digital competencies into performance management systems.

The implementation of the Competency Framework and the ADKAR Model led to a successful rollout of the Staff Digital Literacy Program. Employees not only acquired new digital skills but also became more engaged and proactive in utilizing digital tools in their daily work. This initiative significantly enhanced the organization’s internal capabilities, enabling it to better leverage digital technologies for improved performance and competitive advantage.

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Client Engagement and Personalization

To enhance client engagement and personalization, the team adopted the Customer Relationship Management (CRM) Framework and the Jobs to be Done Theory. The CRM Framework was instrumental in structuring the approach to collecting, analyzing, and acting on client data to personalize event planning services. It provided a systematic method for enhancing client relationships through better data management and personalized service offerings. The implementation process included:

  • Integrating a CRM system to centralize client data and interactions.
  • Utilizing data analytics to derive insights into client preferences and behaviors.
  • Developing personalized event planning services based on these insights to enhance client satisfaction and loyalty.

The Jobs to be Done Theory was applied to gain a deeper understanding of the underlying needs and motivations of clients when they hire the organization’s event planning services. This perspective helped in designing services that more accurately addressed the clients' needs. The team implemented this theory by:

  • Conducting interviews and surveys with clients to uncover the ‘jobs’ they were hiring the organization’s services to do.
  • Identifying patterns and categorizing these jobs into broader themes to inform service design and customization.
  • Adjusting service offerings to better align with the identified jobs, ensuring higher client satisfaction and engagement.

The application of the CRM Framework and Jobs to be Done Theory significantly improved client engagement and personalization. The organization was able to offer more tailored and responsive services, leading to increased client satisfaction and loyalty. These strategic initiatives enabled the organization to differentiate itself in a competitive market by providing a superior client experience.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Operational efficiency improved by 15% through the adoption of event management software, reducing the time to execute events.
  • Employee digital literacy levels increased by 40% post-training, enhancing the effective use of new technologies.
  • Client satisfaction scores rose by 20%, attributed to personalized event planning services leveraging data analytics.
  • Technology adoption rates among employees reached 85%, significantly higher than the initial target of 70%.
  • Change management initiatives led to a 25% increase in organizational agility, enabling quicker adaptation to market changes.

Evaluating the results, the strategic initiatives undertaken by the boutique event planning firm have largely been successful. The improvement in operational efficiency and the significant rise in employee digital literacy demonstrate the effective implementation of digital tools and training programs. These results directly contributed to enhanced client satisfaction through personalized services, showcasing the firm's ability to adapt to modern client expectations. However, while technology adoption rates among employees were impressive, the anticipated impact on market share recovery has been slower than expected. This suggests that while internal capabilities have strengthened, external market positioning and client acquisition strategies may require further refinement. Additionally, the increase in organizational agility, although notable, highlights an ongoing need for cultural adaptation to sustain these changes long-term. Alternative strategies, such as more aggressive marketing of the new digital capabilities and partnerships with technology providers, could potentially accelerate market share recovery and further solidify the firm's competitive positioning.

For next steps, it is recommended to focus on enhancing external market strategies to better communicate the firm's new digital capabilities and personalized service offerings. This could involve a targeted digital marketing campaign and strategic partnerships with technology companies to co-create innovative event solutions. Additionally, continuing investment in digital skills training and technology updates will ensure the firm remains at the forefront of digital event planning. Finally, fostering a culture of continuous improvement and innovation will be crucial to maintaining the agility and adaptability achieved through the change management initiatives.

Source: Digital Transformation Strategy for Boutique Event Planning Firm, Flevy Management Insights, 2024

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