Technology & Innovation

Digital Refinement

September 18, 2017

Global

September 18, 2017

Global
Rashmi Dalai

Contributor

Rashmi started her career on Wall Street with time spent in both convertible bonds sales and trading at Goldman Sachs and structured derivative products at Lehman Brothers. She left to form her own healthcare consulting practice, and spent over a decade advising a wide range of clients from large university hospitals to start-ups on business and financial strategies. Her role included taking interim COO and CFO positions for clients managing periods of high growth or other business transitions.

In 2007, she began splitting her time between the US and Asia (China, Indonesia, and Singapore) and expanded her consulting business to include advisory on business communications strategies and global thought leadership. Prior to joining The Economist Group, she was Head of Strategic Planning at Weber Shandwick, a global communications and PR firm, in Singapore.

Rashmi holds a Bachelors in International Affairs from Johns Hopkins University and a Masters in International Affairs from Columbia University with a concentration in International Finance and Banking. 

Digital Refinement: C-levels hone their transformation skills

In August 2017, the EIU conducted a research programme on digital refinement, sponsored by Red Hat and Intel. The study included interviews with six business technology leaders in India, Malaysia, Korea, Singapore and Australia, focusing on their experiences in driving digital refinements within their organisations. The research explored three pillars: analysing your value chain, choosing the right technology partner, and defining a digital culture.

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