2024 was a crucial year of navigating new technological, regulatory and economic challenges. It also brought with it new pressures and opportunities to adapt and innovate to continue meeting consumer demands against high operating costs, market disruption and geopolitical uncertainty. Nevertheless, in such a fast-changing environment, one thing remained the same: the importance of placing our customers at the heart of our values.
We sat down with Endava’s executives to learn more about what happened in 2024’s digital sphere and what to expect from 2025. Let’s delve into it!
In 2024, business leaders faced challenges like economic instability, labour shortages, supply chain disruptions, regulatory changes and sustainability pressures. How did this shape our customers’ priorities?
Lisa: These issues made it harder to prioritise investments, maintain service quality and stay competitive. The accelerated pace of technological advancement, including generative AI becoming mainstream, added another layer of complexity. Leaders struggled to decide how best to tackle these challenges while ensuring the longevity of their investments and determining the right order to address competing priorities.
Scott: The thing I saw come up frequently with clients was the internal conflict of knowing they needed to modernise some of their legacy core systems contrasted with a mild panic of the risk in doing so. Many clients feel that it's now imperative for them to update these systems as they look to embrace AI, but they are looking for a way to de-risk the effort.
Lisa, could you provide any recent examples of how we approached these challenges?
Lisa: We partnered with clients to tackle challenges pragmatically, building resilience, enabling transformation and driving long-term growth. Endava supported Arm, a leader in semiconductor design, in migrating its electronic design automation (EDA) workloads to Arm-based cloud services. This initiative enhanced scalability, improved time-to-market and encouraged Arm's partners to embrace cloud-based development, all without disrupting customer access to Arm's products.
We also helped a global enterprise client in a regulated sector achieve £20 million in annual savings through the implementation of agentic AI. By deploying multi-agent autonomous teams, we streamlined complex workflows, ensuring transparency and traceability essential for regulatory compliance. This approach also overcame common generative AI challenges, such as hallucinations, by ensuring tasks were distributed and captured accurately.
Speaking of generative AI, if 2023 was the year that it burst onto the scene, 2024 was the year businesses started realising value from it. How has the impact of generative AI benefited our customers, and how might this shape up in 2025?
Scott: I think we are still in the very early days of AI, but it’s not hard to see the ways it is making real impact today. A lot of the early value has come from providing a more natural way to access existing stored information. This may be an internal tool for finding key policies or procedures or it may be something like a chat bot that surfaces answers to customer questions. The democratisation of the ability to identify and create these types of solutions within an organisation that has embraced something like Enterprise ChatGPT is driving remarkable usage and utility. This is just scratching the surface though.
The really interesting use cases are found when looking at a business flow more holistically and looking for opportunities to embed the real time access to additional data and an ability to make a judgment based on the data. This is the real power of AI. Some of our clients are starting to discover whole new products or experiences they can create by leveraging this data + reasoning capability and use it to enhance the work their employees are already doing. I think we will continue to see this accelerate as organisations complete the necessary system changes needed to enable access to these models in real time and put the necessary governance framework in place to feel comfortable using the output of AI.
Lisa: This year we helped clients align AI deployments with business goals, avoiding pitfalls like hallucinations and ensuring reliability. For instance, ‘Morpheus’ AI agents achieved over 90% time savings in insurance renewal workflows and over 80% in early claims processes, freeing resources for higher-value tasks. In healthcare, AI-powered automation reduced medical documentation processing times by 88%, streamlining complex workflows and reducing errors.
In 2025, I see generative AI take on a larger role in strategic decision-making, enabling outcomes such as more personalised client journeys, enhanced risk management, streamlined internal functions and faster time-to-market for products. Success will depend on robust data governance, ethical use and scalable frameworks that allow AI solutions to adapt to evolving needs.
Scott, what do you see as the biggest challenges and opportunities for our customers in the next six to 12 months, and what makes us the answer to solving them?
Scott: As we start to see organisations increase budgets and invest more heavily in modernisation and new product development, many are challenged with what to prioritise first. Modernisation has often been placed on the back burner as the shiny new interface or product feature that stole the budget. However, that is shifting as many clients have hit a roadblock and are taking on the deeper core modernisation to better prepare themselves for the next decade of AI enablement. We’ve always been great at digital transformation work, and we still build a lot of new experiences and integrations, but we are really excited about all the new core modernisation capabilities we bring to the table and how we can help our customers de-risk that journey.
What sort of feedback have we received from building this trust with customers and how does the company act on the insights gathered?
Scott: In addition to the day-to-day feedback we get from our customers, we also run a quarterly customer satisfaction survey and we are really proud of the high marks our customers give us. We regularly hear that the quality of our work is top-notch, but we also hear very frequently that it’s the way we interact with our customers that sets us apart. We treat our customers as individuals, not as a generic ‘client’ and we work to make sure we are creating value for each stakeholder. That looks different for every client and every stakeholder, but it stems from building a relationship of trust and transparency and working really hard to make sure the individual customer is successful in their goals.
Lisa: When I joined Endava, the thing that stood out the most was the emphasis on making our clients successful – both from a business and personal perspective. This focus guides everything we do and truly sets us apart as the kind of partner people can trust. It’s this approach that has led to so many long-term relationships and the unique privilege of seeing our business grow as our clients move to new companies and choose to bring us along with them. It’s about more than just solving problems – it’s about being the partner our clients turn to when they want to achieve something extraordinary. And that’s what keeps me inspired every day.
And what can we do to strengthen our internal collaboration to maximise impact in 2025?
Scott: One of the key differentiators of Endava is our multi-disciplinary teams. We have people with lots of different skills and we put them together in a way of working that ensures the client gets the best possible outcome. This means our industry subject matter experts (SMEs) work closely with the engineers and the program managers and the designers to develop a solution that isn’t just built to spec but that actually solves the client need. This is possible because we understand the client's business and how the solution will be leveraged. Our culture means these relationships are ones built over decades between people and teams that regularly work together and have a shared focus on solving problems.
Lisa: To maximise impact in 2025, we need to approach collaboration with the same ambition and innovation we bring to our clients. That means continuing to build an Endava where every team operates as part of one powerful, connected system – where data flows seamlessly, is always accurate and is exposed to the right people at the right time. At the heart of this is our One Endava ethos – a belief that together, we achieve more. By embracing this mindset, we can turn good into great, challenges into opportunities and the ordinary into the extraordinary.
For more insights on how our core value of customer centricity drives success, hear more about what our customers have to say about us in our 2024 Customer Satisfaction Survey.