Insights

The COVID-19 pandemic forced service providers to rethink how work gets done, pushing organisational culture rather than technology alone to the centre of digital transformation. Companies that treated the crisis as a forced test of remote collaboration, cloud adoption and automation found themselves better positioned to sustain operations, while those anchored to pre-pandemic habits struggled to adapt their operating models.
Digital culture change touches skill development, hiring for capabilities such as secure remote work, blockchain and IoT, and reallocating investment toward automation. Leadership plays an outsised role in this shift: organisations that succeed treat innovation as a measurable, rewarded competency rather than a side initiative, and leaders are expected to model new ways of working rather than delegate transformation to technology teams alone.
A recurring theme across digital-native and digitally maturing companies is the move from slow, research-heavy decision-making toward cross-functional teams acting on live, customer-centric data. Flatter organisational structures, faster iteration cycles and a willingness to fail quickly rather than avoid risk characterise firms that have embedded digital culture successfully, and these traits increasingly separate digital leaders from digital followers across industries.
<ul>
<li>How firms differentiate between digital follower, digital expert and digital leader maturity stages</li>
<li>The link between flattened organisational charts and faster decision-making</li>
</ul>
<blockquote>Why does digital transformation depend more on culture than on the technology stack itself?</blockquote>

Building and sustaining the digital culture during COVID-19 and beyond

ai-cxvendorlandscapeslide01png-1790182040211

slide-04png-1789984218287

slide-03png-1789984218287

AI is becoming standard in CX; execution is becoming the differentiator. The competitive gap is shifting from who has the most AI features to who can connect intelligence across customer context, enterprise systems and workflows to resolve outcomes end to end.

The Twimbit AI-CX Vendor Landscape 2026 therefore evaluates vendors across both AI capability and innovation and market execution and adoption, revealing who can turn AI from impressive technology into scalable enterprise impact.

AI-CX Vendor Landscape 2026

slide1jpg-1791788242676

slide1jpg-1791788281589

slide2jpg-1791788294216

slide3jpg-1791788306256

Managed access to Chinese frontier AI models is reshaping enterprise AI strategy. The arrival of Moonshot AI’s Kimi K3 on Amazon Bedrock signals a shift in how large organizations approach AI model selection, procurement, and governance. Enterprises can now leverage advanced, open-weight Chinese AI through familiar AWS APIs, billing, and security frameworks, reducing operational friction and enabling new options for cost management and deployment flexibility.Kimi K3’s integration with Amazon Bedrock introduces prompt caching and supports multi-model architectures, allowing organizations to distribute workloads between open-weight and proprietary models based on cost, complexity, and business needs. This development prompts a re-examination of AI infrastructure, balancing performance, cost efficiency, and governance across diverse use cases.Key considerations for CIOs, CFOs, and CISOs include model provenance, licensing, regulatory compliance, and data residency—especially as regional availability and legal obligations differ across the United States, Europe, and Asia Pacific. The managed environment provides strong infrastructure-level security, but enterprises must still evaluate the governance of Chinese-origin models before adoption.<ul><li>Explores managed deployment options for open-weight AI on AWS</li><li>Assesses security, compliance, and procurement implications</li><li>Compares regional constraints and opportunities for global enterprises</li></ul><blockquote>How will the availability of Chinese frontier AI models like Kimi K3 on Amazon Bedrock change enterprise AI procurement and governance strategies?</blockquote>

The Managed Front Door to Chinese Frontier AI: What Kimi K3 on Amazon Bedrock Means for Enterprise Buyers

slide1jpg-1791365595650

slide1jpg-1791365755400

slide2jpg-1791365977433

slide3jpg-1791365988491

AI compute and chips are undergoing rapid transformation as enterprises shift from a focus on peak training performance to a more nuanced approach that weighs workload requirements, utilisation economics, and infrastructure flexibility. The landscape now extends beyond general-purpose GPUs to include hyperscaler-designed silicon, specialised processors, and regionally controlled architectures. This evolution is driven by growing demand for inference, AI agents, real-time applications, and distributed deployment models, all of which are reshaping how compute is sourced and deployed.Key considerations now include not only processing power, but also cost per workload, energy efficiency, software compatibility, supply resilience, and long-term adaptability. Enterprises must evaluate chip architectures and suppliers across technical, financial, strategic, and operational dimensions, with an increasing emphasis on matching infrastructure to specific application needs rather than standardising on a single chip type.<ul><li>Coverage of general-purpose GPUs, custom cloud silicon, inference specialists, and regional AI chip providers</li><li>Analysis of workload-driven procurement strategies for AI infrastructure</li><li>Examination of supplier risk, software lock-in, and multi-chip strategies</li></ul>For CIOs and technology leaders, the central question is no longer which chip is the fastest, but which combination of compute, software, and supplier ecosystem best supports evolving business and AI workload requirements.<blockquote>How are enterprise AI infrastructure decisions shifting from performance-led to workload-led strategies, and what forces are redefining the AI chip market?</blockquote>

AI Compute & Chips​: Trends and analysis in a fast-evolving market​

Customer Experience

theexperienceeconomy

CustomerExperience

The COVID-19 pandemic forced service providers to rethink how work gets done, pushing organisational culture rather than technology alone to the centre of digital transformation. Companies that treated the crisis as a forced test of remote collaboration, cloud adoption and automation found themselve

Feed

Buddy

Events

Blogs

Building and sustaining the digital culture during COVID-19 and beyond

Summary