Qualcomm OneDX Assessment

Qualcomm's digital business grew up around two very different customer types: a tightly controlled modem and licensing business, and a faster-moving non-controlled business selling development kits, chips, and tools. Each evolved its own systems, its own processes, and its own definition of a "product." Marketing had a vision for OneDX, a single unified digital experience across both businesses, but the underlying architecture had never been assessed against it.

My team ran an eight-week assessment of Qualcomm's OneDX platform architecture, covering current-state systems, digital capability maturity, and the technical path forward. The goal was a shared, credible view for executive stakeholders of what modernization would take and where to start.

Ten-plus systems. Seven separate owners of customer data. No single source of truth for what a "product" was. Customers moved through registration, contracting, ordering, and support touching different logins, different portals, and different teams, often re-entering the same information at every step. In the non-controlled business, some processes lived entirely outside any system — an email to the right person was the workflow.

Product data was scattered across multiple systems with no shared hierarchy, so a "kit" bundling software, documentation, tools, dev boards, and chips couldn't be represented consistently anywhere. Identity and access management was fragmented across portals. Contract and entitlement data sat disconnected from commerce and fulfillment. No single owner existed for the end-to-end customer experience, so fixes tended to optimize one team's slice of the journey.

Qualcomm's IT and business teams already knew change was needed. The harder problem was building enough shared clarity across 20+ stakeholders with different priorities to align on where to start and how far to go.

Structured stakeholder assessment. Over eight weeks, my team engaged 20+ stakeholders across IT and the business, reviewing 10+ core systems and 30+ existing assets and documents. We mapped current-state customer journeys for both the controlled and non-controlled businesses side by side, surfacing the pain points unique to each and the ones they shared.

Digital capability framework. We customized a proprietary digital capability evaluation framework to assess Qualcomm's architecture against 96 capabilities across 16 groups, spanning identity and access management, order orchestration, and content and product data management. Each capability was scored against a maturity scale — Limited, Growing, Mature, Leading — giving leadership a fact-based view of where the biggest gaps sat.

Future-state options grounded in trade-offs. We translated the capability findings into three viable paths forward: enhancing the existing stack alongside in-flight roadmap work, adopting a full Oracle stack, and building on an AWS-native architecture. Each option was evaluated against Qualcomm's existing investments, integration complexity, and organizational readiness. We built a phased roadmap across Now, Near-Term, and Long-Term horizons so executives could see a sequenced, fundable path.

The assessment gave Qualcomm's leadership a shared, evidence-based view of their digital architecture's readiness to support the OneDX vision. It identified customer data management, product master and hierarchy, identity and access management, and contract management as the four highest-priority focus areas driving the fragmented customer experience.

The recommended near-term path centered on establishing a single Customer Master and beginning vendor selection for a Product Master, both foundational moves to unblock downstream commerce, fulfillment, and support improvements. The engagement closed with a clear set of next steps across Now, Near, and Far horizons, giving Qualcomm's technical and business leadership a common roadmap to align funding and sequencing decisions around.