12 Powerful Use Cases for Creating a Digital Twin of Your Organization

Published: 25 October 2017 ID: G00341407



Enterprise architecture and technology innovation leaders should drive creation of a digital twin of their organization for guiding corporate initiatives like digital transformation. CIOs and business peers can use these 12 use cases to spearhead discussions on the disruptive nature of this concept.


Key Findings

  • The concept of a digital twin of the organization (DTO) is the adaption of the digital twin of a thing, a device or an enterprise asset. It holds the same disruptive potential to create visibility, to deliver situational awareness and to support improved enterprise decisions.

  • Likewise, the four core elements of a DTO are the operating model of the physical organization, data from and about its constituents, unique one-to-one alignment (between the digital twin and the organization) and the ability to monitor its relevant constituents.

  • Because a digital twin of the organization combines several operations and disciplines, making the business case for whether to use a DTO requires an outside-in view of internal operations, leadership and, above all, vision and courage.


Enterprise architecture and technology innovation leaders who use enterprise architecture (EA) to master emerging and strategic trends for disruptive innovation and digital business transformation should:

  • Explore the disruptive potential a DTO presents for the enterprise by partnering with business unit and executive leaders, and create a roadmap for the enterprise skill sets, architectures and governance needed to use a DTO.

  • Use the business operating systems (BOS) model as a possible implementation of the design pattern represented by a DTO.

  • Learn how the disruptive potential of a DTO can be used to produce significant business outcomes and related business value by analyzing these 12 use cases, which deliver powerful examples of how a DTO has been used in many different contexts.


As the digital twin concept emerges, adoption and hype are growing. Earlier research has defined a digital twin as a digital representation of a physical object (see "Innovation Insight for Digital Twins — Driving Better IoT-Fueled Decisions" ). The implementation of a digital twin is an encapsulated software object that mirrors the characteristics of a unique physical object or a unique collection of physical objects. The minimum elements of a digital twin include the model of the physical object, data from the object, a unique one-to-one correspondence to the object and the ability to monitor the object. But, the digital twin concept can also be applied or extended to complex entities, such as cities, enterprises and countries, to support specific financial or other decision-making processes. Furthermore, additional optional elements of digital twins, such as analytics, control and simulation, can be applied to these more abstract digital twins.

This research, which is based on extensive interviews, case studies and client inquiries, discusses digital twins of organizations. It provides compelling use cases making use of technologies such as BOS, one of the most complete technologies to implement a DTO. It shows the impact these DTOs can have on business outcomes and even on competitive differentiation.

Digital transformation will trigger a whole set of interrelated changes to the organization, its products and services, and its internal and external relationships. Managing such complexity is difficult and risky. A DTO is meant to help leaders explore options and reduce the risk of chosen paths forward.


A digital twin of an organization (DTO) is a dynamic software model of any organization that relies on operational and/or other data to understand how an organization operationalizes its business model, connects with its current state, responds to changes, deploys resources and delivers expected customer value.


A BOS is one of the possible implementations of the design pattern represented by a DTO (see "How a Business Operating System Can Guide CIOs to Digital Business Success" ).

As previously defined by Gartner, a BOS is the convergence of:

  • A digitalized business operating model, which shows how externally focused customer-driven interactions align with internally focused business operations delivering stakeholder value

  • A business performance management framework, which aligns diverse measurement schemes through the model

  • Business operational intelligence, which provides the model with real-time data

Thus, a BOS provides the technology to implement and support the three inner parts (map, performance and situation) of a DTO (see Figure 1).

Figure 1. Digital Twin of an Organization and Business Operating Systems
Research image courtesy of Gartner, Inc.

Source: Gartner (October 2017)

Benefits and Uses

This research highlights 12 specific, actionable opportunities for creating and managing DTOs. It is based on over 50 case studies, all of which delivered tangible results. Each of these 12 case studies used the BOS as a representation of a DTO (see "Create a Digital Twin of Your Organization to Optimize Your Digital Business Transformation Initiative" ).

Figure 2 summarizes the use cases and puts them in relative order by identifying each in the context of business impact and rate of adoption. The combined consideration of these two factors provides a powerful basis for examining and selecting DTO opportunities.

Figure 2. DTO Use-Case Opportunities
Research image courtesy of Gartner, Inc.

Source: Gartner (October 2017)

Figure 2 was derived from Gartner conversations with early adopters and case study participants, and from practical experience in guiding and implementing the initiatives.

Based on the stages in a technology adoption life cycle (y-axis; see, for example, Everett Rogers "Diffusion of Innovations") and the magnitude of impact on the organization (x-axis), we have identified five use-case opportunities where innovators could leverage a DTO and seven use cases that could be considered as being implemented by early adopters. The business impact is a combination of cost savings, additional revenue generation and customer experience improvement (see Table 1 at the end of this note).

The primary purpose of this note is to show the use cases for a DTO. All of the case studies included implicitly met the criteria — business operating model, business performance management and business operational intelligence — that define a business operating system without explicitly mentioning these criteria in the examples. Later, more detailed research will describe each use case in more detail.

Early Adopter Use Cases

DTOs, as represented by a BOS, are not yet widespread. Implementations started to emerge around 2010. Today, we see some use cases that have experienced quite some success by creating substantial benefits and, in some cases, even delivering competitive advantage. Based on these observations and the higher frequency of case studies for each of these use cases, they are classified as early adopter use cases.

Use Case: Value-Based Program and Portfolio Management

Program and portfolio management (PPM) leaders struggle to represent, prioritize, guide and monitor underlying operational scenarios, and struggle to adapt their program and project plans to moving strategic and operational targets. Any business initiative, whether transformational or a smaller change, requires the translation of desired business outcomes and stakeholder expectation measurements into operational indicators that can be used to monitor progress toward goals, even after program or project completion. Therefore, visibility and situational awareness are required to stay aligned with changes that have an impact on any aspect of the business model. Without this "navigator"-like functionality, the risk of failure increases with the scope and pace of the digital business initiative (see "Create a Digital Twin of Your Organization to Optimize Your Digital Business Transformation Program" ).

Example Case Study: A city-owned organization operating within the waste and recycling, water and wastewater, energy services, biogas and district heating industries implemented a DTO to support the entire business with a clear path from strategy to operations, connecting operations with all running projects and programs. It delivered more effective and common ways of working, increased customer focus, and established clear direction toward accomplishing the overall mission and strategies, which impacted employee engagement. 1 The essential aspects of this case study are depicted in Figure 3.

Figure 3. Essential Elements of a DTO Case Study
Research image courtesy of Gartner, Inc.

Source: Gartner (October 2017)

DTO Advice: To increase the probability of success, PPM leaders should create a DTO to help them navigate the intricacies and interdependencies of their program.

Use Case: Demand-Driven Value Networks (DDVNs)

The customer value proposition is critical to successful strategy execution, yet organizations struggle to achieve this as they are faced with increasingly complex, global supply chains. In the last 10 years, Gartner has summarized the best practices of companies with consistently superior results as demand-driven value networks (DDVN) — the aspiration for a leading supply chain. DDVNs are a business environment holistically designed to maximize value and optimize risk across the set of extended supply chain processes and technologies. This business environment senses and orchestrates demand based on a near-zero-latency demand signal across multiple networks of corporate stakeholders and trading partners (see "How to Architect a Demand-Driven Value Network Using a Supply Chain Operating Model" ).

Within a DDVN, the supply chain operating model is an essential part. Moreover, in observing the latest evolution described within this area, a modular operating model (see "Maverick* Research: Operate Your Business Like a Lego Set to Win in Disruptive Times" ) builds operational design agility in responding to change by defining standard building blocks and ways to dynamically combine them to create new outcomes.

Example Case Study: A company in the automotive industry implemented a DTO to connect several areas in the supply network such as materials receipt, warehouse management, in-line supply, shipping and container management. This resulted in improved overall performance indicators, delivered visibility and improved collaboration over the supply network. It also provided improved learning based on higher employee engagement. 2

DTO Advice: Supply chain leaders should create a DTO that adds real-time status monitoring to transform the point-in-time documentation of a modular operating model into a digital twin. This will allow a physically intensive business to further enhance its design agility. It will also enable the business to simulate the impact of changes before implementing them and better adjust performance to match business needs.

Use Case: Manufacturing, Quality and Standard Operating Procedures

In manufacturing, operational excellence has been around for decades. It manifested itself through lean, just-in-time, total productive maintenance, standardized work, total quality management, continuous improvement, Hoshin policy deployment and many other initiatives. Today, there is a kind of movement toward scaling this operational excellence to the level of business excellence. How can these predominantly internally focused optimization philosophies and techniques be extended to and aligned with the external networked economy? This larger ecosystem requires real-time visibility and situational awareness, and at the same time must allow for rapid, agile adaptation of this operating model.

Example Case Study: A car manufacturer used a DTO approach to generate and maintain work instructions and job element sheets to improve safety, quality, delivery and cost. After deployment, the company experienced higher consistency of product and process quality and delivery, a more engaged workforce, more rapid problem solving, and a dramatic increase in speed of training for newcomers. 3

DTO Advice: Even in well-researched and very efficiency-driven manufacturing environments, manufacturing leaders should leverage a DTO to deliver the necessary combination of these efficiencies with effectiveness in a (near) real-time way that in times of rapid change can avoid local suboptimizations.

Use Case: Enterprise Performance and Cost Optimization

Enterprise performance management is a multifaceted discipline with many interdependencies. You need a multifaceted model or framework to bring all these measurements together. In the past, many companies struggled with using approaches that advocated metrics hierarchies and combinations such as balanced scorecard. They found it difficult to align different perspectives — such as finance, shareholder value, quality, risk, and operational or process metrics — over several products, services or channels, and to execute in real time.

They also observed that process-centric technologies can generate new revenue and contribute to the business strategy beyond just cutting costs and increasing operational efficiency. Discovering where these cost savings deliver the most value and at the same time don't have negative impacts on other places in the organization is where a DTO steps in. The interdependence between functions, processes and key performance indicators should be better orchestrated to drive value. Gartner has created a way to diagram this orchestration (see "The '3B's' of Engagement: Business Architecture, Business Process and Business Outcomes" ).

Example Case Study: A car importer and retailer was driven by short-term sales targets rather than strategic goals. This short-term focus involved a high risk of missing out on critical changes in the business that were required to adapt to new trends and maintain competitive advantages in the long run. Benefits realized by implementing a DTO included a common understanding, definition and measurement of relevant KPIs, and increased efficiency through management by exception that focused on underperforming targets.

A DTO implementation has made business strategies measurable and, therefore, manageable. In the long run, this has led to better strategy implementation and improved performance. In the short run, it directs managers to focus on the essential. Currently, the company has expanded the initiative to other businesses such as car rentals, real estate management and leasing services, as well as group support functions (e.g., communication, marketing, HR and IT). 4

DTO Advice: Business leaders should use the powerful combination of a DTO and the 3B's diagramming approach to continually deliver great results on an enterprise level.

Use Case: Digital Business Transformation

To describe a digital business journey, Gartner has identified three elements of digital business transformation (see "Digital Business Transformation: Turning the Digital Dream Into Reality" ):

  • Digital business principles — stipulating the primary focus of digital business transformation and answering these questions: How will digital business success be measured? How will the digital business design be developed? Who will the primary stakeholders (including the governance group) of the digital business design be?

  • Digital business blueprint — building a business model that demonstrates monetization of the value propositions and answering the question: What is our digital business?

  • Digital business execution plan — identifying the digital business operating model and answering the question: How do we deliver a successful digital business transformation program?

Example Case Study: A global retail bank in Europe was searching for a better way to support its strategy to respond to the disruptive and accelerating developments in the competitive landscape, including changes in customer behavior, regulations, fintech technology and society, in general. One of the strategic priorities driving this initiative was creating a differentiated customer experience by developing analytic skills to understand the customers, increase the pace of innovation to serve changing customer needs, and think beyond traditional banking to develop new digital services and business models. 5

DTO Advice: Digital business leaders should adopt a DTO to turn the digital business blueprint into a digital business execution plan. This will enable their organization to adapt to its changing environment through a DTO that continuously monitors and guides the digital transformation initiative (see also "Create a Digital Twin of Your Organization to Optimize Your Digital Business Transformation Program" ).

Use Case: Strategic BPM

Leveraging business process management (BPM) to support strategy execution is synonymous with moving to a higher maturity level. However, success hinges on full visibility into functional, process and business performance, as well as the interdependencies between them. It also depends on how well the organization can adapt to changing business conditions, which can prevent business outcomes from being achieved. The capabilities required to achieve such visibility and adaptability are defined by higher levels of BPM maturity:

  • Reconciling process results to desired operational and strategic outcomes in a feedback cycle

  • Creating proper visual tracking solutions, especially for value chains

  • Linking between goals and execution that is much more explicit and in real time

  • Mapping of data to the process topology at all levels

Example Case Study: An organization in the electronics industry has been confronted with new regulations and major shifts in the political landscape. These changes require comprehensive business transformation, organizationwide transparency to effectively target improvements and better manage complex, expensive, high-visibility initiatives, and clearer responsibilities and easier communication to simplify complex processes for everyday operations in over 100 countries. The implementation of a DTO that was referred to internally as an enterprise management system resulted in increased efficiency and profitability of business operations, and a lower total cost of ownership (TCO). 6

DTO Advice: Business process leaders should create a DTO to provide a contextual model for business processes. The model indicates where enterprise value is linked with the different parts of an organization, and how business processes can impact value creation. Remember that business operations, which are combinations of processes, activities and interactions that deliver products, services or information for internal or external customers, are an essential part of a DTO.

Use Case: Customer Experience Management

Gartner defines customer experience management (CEM) as: "The practice of designing and reacting to customer interactions to meet or exceed customer expectations to increase customer satisfaction, loyalty and advocacy" (see "The Definition of Customer Experience Management" ).

Earlier, we have described how business operating models provide a holistic approach to showing how internal operations align with each other and with external customer interactions (see "Create a Digital Twin of Your Organization to Optimize Your Digital Business Transformation Initiative" ). Through this alignment an organization knows which customer processes and interactions are in place, what different customer segments expect from the organization and how that translates into KPIs and targets, how customer processes perform, and which process improvements are necessary to meet and exceed customer expectations. In some cases, this will allow organizations to put in place customer service guarantee levels.

Example Case Study: A rapidly growing company in the financial services industry that provides boutique, personalized services to its clientele struggled to offer more standardized and automated services for a competitive market price to a more diverse audience. The implementation of a DTO delivered visibility and insights, clear process and service ownership and a reduction in the amount of internal resources to handle a single customer interaction. This led to an upswing in customer satisfaction. Whereas previously five different departments may have needed to contact a customer for various pieces of information, by adding context into operations and measurable KPIs, the company made it possible to drastically reduce customer touchpoints. The increased transparency also delivered insight into individual performance, as well as insight into which processes can be fully automated and standardized. 7

DTO Advice: Customer experience leaders should leverage a DTO that delivers organizationwide performance management from the customer perspective, and that focuses on continuous improvement of customer processes and interactions. This visibility and related insights will deliver opportunities to anyone in the organization to improve the customer experience.

Innovator Use Cases

Besides the early adopter use cases, new use cases are popping up that show great potential. This section concentrates on these newer use case scenarios, which show lower frequencies in our dataset of case studies.

Use Case: Operationalization of Business Moments

A business moment is a transient opportunity in which people, data, businesses and things work together dynamically to create value. Exploiting business moments requires digital business platforms and solution choices that harvest and act on "situational intelligence" in real time (see "Business Events, Business Moments and Event Thinking in Digital Business" ).

But, in order to exploit a business moment and to deliver the expected value, situational awareness of the context, related data, possible actors and their behavior or availability, and other operational parameters should be orchestrated.

Example Case Study: A global retail bank wanted to produce evidence of the value of new digital technology services and the impact on front-line business operations. More specifically, it wanted to test introducing video-enabled customer services in-branch to generate higher conversion rates and an uplift in revenue for mortgage and small business loans. With organizational silos, many moving parts and high volumes of disparate data to deal with, the challenge was how to get a single combined set of evidence from which to base decisions. After applying a DTO approach — an integrated view of the business model — it has been demonstrated that at a branch-, region- and line-of-business level, video technology delivers more revenue than traditional models, when embedded within the personal loan process. 8

DTO Advice: Enterprise architecture and technology innovation leaders should create a DTO to explore how all the observed events and different behaviors are interconnected, and how they operate all together, taking into account the different value outcomes to the different stakeholders. Because most of the ecosystems in which organizations operate are open (so continuously changing), a DTO will provide continuous situational awareness on the operations and the interconnections, or the structure itself.

Use Case: Operationalization of Business Capabilities

A business capability model is a representation of an organization's business, independent of the organization's structure, processes, people or domains. It is designed to enable an organization to express and explore "what we should do," based on its business strategy, so it can make decisions about "how we do it."

Gartner has published a great deal of research on the topic of business capability modeling (see "Eight Best Practices for Creating High-Impact Business Capability Models" ). But, describing and building capabilities, and assessing the level of their maturity required, is not enough. At the end of the day, capabilities need to be deployed and operationalized to deliver the expected stakeholder value. Hence, the difference in success between organizations with the same strategy and capabilities.

Example Case Study: A government agency had a stated mission of expanding and planning public transit services to improve the commuting efficiency in a large metropolitan area. The agency needed a clear vision of its current operating model to help guide the agency in the planning and execution of two new entities that would replace the current agency. To ensure a smooth transition, creation of an inventory of all of the agency's business processes and capabilities was identified as a priority project for the organization, and was included in its 2016 corporate plan. The objective of this project was to better understand the agency's current operations and capabilities, and to provide a development plan for its new business operating model. Besides the expected visibility, the DTO identified the touchpoints of all IT assets to assist in analyzing the utilization of these assets in the present operating model and the new structure in the future model. Furthermore, the approach helped to evaluate where the agency was, where it needed to be and which measures would need to be implemented to ensure that the agency reached its objectives. 9

DTO Advice: Enterprise architecture and technology innovation leaders should adopt a DTO to support the operationalization of business capabilities. Moreover, a DTO approach makes it possible to measure the efficiency and effectiveness of the acquired capabilities, and continuously monitors the status of capabilities within the value-creating operations.

Use Case: Business Process Outsourcing

Today, most business process outsourcing (BPO) providers use a plethora of Excel spreadsheets, process models, static standard engagement procedures, contract templates with predefined KPIs and monthly reporting to provide a basis for contract and SLA compliance. Some of these BPO providers are exploring business operating models that:

  • Create a global framework providing cost-effective and repeatable mechanisms to grow their business and providing consistently good customer service

  • Visualize integrated operations that connect multiple dimensions (e.g., contracts, projects, performance, process, risk and compliance)

  • Deliver streamlined management reporting that is transparent and delivered in real time

  • Align all KPIs showing actual performance, including status and root-cause insight, and going beyond SLA indicators

Example Case Study: A BPO provider created a comprehensive blueprint that enabled one of the world's largest consumer packaged goods (CPG) organizations to standardize and transform its global processes across areas such as financial controlling, integrated supply chain, enterprise performance management, tax and treasury.

The DTO approach included:

  • Assessing the maturity of various finance processes

  • Identifying regional variations in the way common processes were performed

  • Comparing against best practices and how world-class companies operate

  • Creating a roadmap for harmonizing regional variations and matching (or exceeding) world-class best practice through initiative-driven transformational pillars of process, policy, technology and the operating model 10

DTO Advice: In order to create a high-performance BPO organization, CIOs and business leaders should adapt a DTO to visualize the supporting business operating models, and to continuously measure the business case for and value of outsourcing business processes.

Use Case: Mergers and Acquisitions

In mergers and acquisitions (M&A), entire companies, units or subunits come together, and sometimes questions arise regarding whether there are possible synergies, complementarities or certain constituents of the business operating model that can be combined. Furthermore, it is also important to see where certain divestments or reorganizations could be made and what the impact would be. Today, most of these activities are supported by financial calculations for possible scenarios.

In this case, a DTO would add tremendously in creating a digital twin of the new organization and comparing this to the combination of both business operating models. Of course, this cannot be accomplished on the entire detailed organization. But, it can be used to support certain scenarios in a dynamic, visual way, whereby the financial calculations adapt to the changes depicted on the unified business operating model.

Example Case Study: The integration of two distinct companies and their rich histories presented many challenges for the formation of a new $2 billion-dollar organization. The merged company needed to consider the inherited existing business units with their individual strengths and weaknesses, and find a single structure and operating model.

Four key pillars helped define the requirements of the DTO — people, processes, decision rights and KPIs. The new operating model needed to support the smooth operation of business operations, facilitating knowledge transfer and communication to over 6,400 employees and approximately 175 active projects in various stages of their life cycles. There was also a significant level of duplication of business functions and processes across the businesses, with multiple variations that needed to be rationalized. Fully operational within 12 months, the DTO has enabled the merged company to quickly achieve self-sufficiency and independence, and today helps the unified company to achieve its strategic goals. 11

DTO Advice: In order to further assess, simulate or even predict issues/risks in the M&A process, business leaders should adopt a DTO to create a business operating model of the new emerging organization.

Use Case: Enterprise Risk Management and Business Continuity Management

Two other different, but related, areas are enterprise risk management and business continuity management (BCM). Enterprise risk management is a process effected by an entity's board of directors, management and other personnel. Applied in a strategy setting and across the enterprise, this process is designed to identify potential events that may affect the entity and manage the risk within its risk appetite to provide reasonable assurance regarding achievement of the entity's objectives (COSO II).

BCM has moved well beyond recovering IT systems to ensuring the ongoing resiliency of critical business processes — a crucial concern for CIOs. Enterprises that fail to effectively plan for and practice BCM are at risk of catastrophic business failures caused by events ranging from natural disasters to disease outbreaks to supply chain breakdowns.

Because there are a lot of interdependencies in enterprise risk management, as well as in BCM, a DTO creates visibility on these connections. It handles the risk objectives and risk controls in the same way as performance objectives and indicators, and also provides accountability and governance by showing the resources that are linked to each of the constituents such as markets, channels, products, services, activities, interactions, systems and applications. Moreover, because the operating model also shows performance indicators, these can be balanced against the risk indicators.

Example Case Study: A financial institution has been confronted with a new policy due to regulatory requirements that have been significantly improved in recent years to stabilize the financial system. Risk management and the integration of control mechanisms are essential parts of the new policy. To meet all compliance requirements and the risk management guidelines, the respective financial institution decided to use a DTO. This DTO provided a holistic process model, as well as risk and control structures in accordance with the legal requirements. This resulted in ensuring an effective and economic operations execution. Moreover, it includes the protection of assets against losses caused by damage and misrepresentations. It optimizes the reliability of financial reporting and ensures the compliance with the statutory regulations applicable to the bank. The process-based internal control system is designed to ensure that corporate objectives are not impacted by business risks. 12

DTO Advice: In order to ensure compliance, reduce risk, and balance risk against performance indicators in a runtime operational environment, not after the fact, risk managers should create a DTO that provides an organizationwide view and governance model on operations during execution.


While a DTO offers strong potential to achieve better insights and drive better decisions, it is not a panacea for understanding your business objectives and using technology appropriately. To recognize the risks inherent in the use of a DTO, it's important to acknowledge these characteristics of a DTO:

  • A DTO is not a technology or a product. To reduce and conquer the complexity, you will need a competency center approach that entails different dimensions such as organization and culture, business operation skills, methodologies, technology and architecture, metrics and governance (comparable to the business process competency center [BPCC] approach you need in the implementation of a BPM initiative). For more information, see "How to Start Up a Business Process Competency Center to Deliver Better Business Outcomes."

  • A DTO is not a replacement for business intelligence (BI), EA or any enterprise application; it is complementary.

  • A DTO is not a one-off get-it-all implementation; it requires an agile approach and follows a growth model.

  • A DTO is about organizations; therefore, leadership, culture and people are critical success factors.

  • A DTO implementation requires vision and, above all, courage.

Summary Table

The summary presented in Table 1 was derived from Gartner conversations with early adopters and case study participants, and from practical experience in guiding and implementing the initiatives. The heat index numbers are relative numbers provided to differentiate the activity or current attention around the use cases.

Table 1.   Summary of Use Cases

Use Case


Business Impact


Early Adopter

Heat Index

Cost Savings

Increased Revenue

Customer Experience

Product Portfolio Management






Demand-Driven Value Networks












Performance/cost optimization






Digital Business






Business Process Management






Customer Experience Management






Business Moment






Business Capabilities






Business Process Outsourcing






Mergers and Acquisitions






Risk Management






H = High, M = Medium, L = Low

Source: Gartner (October 2017)


Technology innovation leaders looking to use a digital twin of the organization to enable disruptive solutions and business outcomes should:

  • Work together with the business unit and executive leaders on the disruptive potential digital twins present for the enterprise, and create a roadmap for the needed enterprise skill sets, architectures and governance for how to use a DTO.

  • Look at and learn from the different cases studies and the respective examples of implementations of BOS as a possible representation for a DTO.

  • Understand the 12 use cases of business operating systems that deliver powerful examples of how a DTO has been used in many different contexts to turn the disruptive potential into significant business outcomes and related business value. Use the summary table for help with suggesting possible use cases for your organization based on a relative heat map and possible impact areas.


This research is based on calls and 57 case studies provided by 18 vendors. The vendors listed in the evidence notes (below) contributed to the 12 case studies. Other case studies were provided by Avolution, Boxarr, Integration Matters, Leaderscape, QualiWare and Arrayworks.

1 Case study provided by Canea.

2 Case study provided by sedApta.

3 Case study provided by Geneo.

4 Case study provided by QPR Technologies.

5 Case study provided by IFS.

6 Case study provided by Software AG.

7 Case study provided by Mavim.

8 Case study provided by MooD International.

9 Case study provided by Interfacing Technologies.

10 Case study provided by BusinessOptix.

11 Case study provided by Holocentric.

12 Case study provided by GBTEC.