Years experience
Years experience
Organisations assisted
Organisations assisted
Professionals coached
Professionals coached
CASES
STRATEGIC
SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED
MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL
IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO
OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible.
Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY OF WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change.
This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams.
The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress.
This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC
SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED
MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL
IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO
OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible.
Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY OF WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change.
This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams.
The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress.
This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC
SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED
MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL
IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO
OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible.
Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY OF WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change.
This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams.
The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress.
This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC
SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED
MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL
IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO
OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible.
Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY OF WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change.
This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams.
The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress.
This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
CASES
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
CASES
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL
SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL
SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL
SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
STRATEGIC SCENARIO-ANALYSIS
BACKGROUND
An international life insurer focuses on the wealthiest target groups in the world. Globally, it ranks in the top 10 in terms of market share, but is far from the global top 3. Management has ambitions for substantial growth and is developing a new strategy to achieve this. Three broad scenarios have been formulated, followed by heated discussions about feasibility and the impact of choices. No clear conclusion can be reached, as opinions differ too much. In order to choose the right direction, management wants more insight into the consequences of the various scenarios.
OBJECTIVE
Conducting an impact analysis on the various strategic scenarios, thereby providing insight into the feasibility and viability of each scenario.
RESULT
Based on a comprehensive analysis, the potential change tasks for each scenario are clearly defined, as are the main pain points within the organisation. It quickly becomes apparent that scenario 3 is not realistic. It is decided to focus on scenario 1 in the coming year, optimising the marketing and sales processes, the associated competencies and the IT functionality. At the same time, pilot projects are launched for scenario 2.
GROWTH FROM STARTUP TO SCALE-UP
BACKGROUND
An international insurer has launched a new business model in the form of a start-up: an online financial platform with a distinctive approach in the market. More than three years after its establishment, the status is being assessed. The propositions are proving popular, the customer base is growing rapidly, but the organisation is not scalable and can no longer cope with the growth. Due to the strong ambition and rush to meet customer demand, legacy issues have already arisen in various areas. Scaling up is no longer possible, and growth is in danger of being blocked.
OBJECTIVE
Ensuring a future-proof and scalable organisation: “people, process & technology”, enabling the ambitious growth strategy.
RESULT
By clustering and prioritising all current and new change initiatives, a roadmap has been drawn up that is necessary to resolve the issues that have arisen. It has been decided to take a step back, with a lead time of one year. During this period, the growth target will be abandoned and the organisation will be brought to the appropriate level of maturity. Once this has been achieved, the growth ambition will be revisited, but now with a scalable and future-proof organisation.
A BLOCKED MERGER PROCESS
BACKGROUND
Four pension administration organisations are merging. The management team is highly ambitious and wants to become the market leader. The plan is to set up a completely new “greenfield” organisation and migrate the branches to these new processes and systems. The branches have their reservations and, after calculating the business case, serious questions are being asked about this strategy.
OBJECTIVE
Reassessment of the strategy for becoming market leader through transformation into an efficient organisation offering the best value for money in the market.
RESULT
Joint analyses show that the ambition to become market leader is not feasible by establishing a new organisation from scratch. The focus must be on innovating the front end, i.e. professionalising customer interaction, supported by a common CRM solution and customer-oriented portals. The back-office processes and systems of the branches will be left untouched, “packaged” and accessed via a generic shell, including a “data car wash”. In other words, uniform on the outside and specific on the inside.
DATA STRATEGY MUNICIPALITY
BACKGROUND
A local authority wants to use data to deliver more public value to the city. There are great opportunities to improve services with the help of new technologies such as data analysis, AI, machine learning, augmented and virtual reality, and business intelligence. This applies to direct contact with citizens and stakeholders, but also to improving the organisation of information, such as insight into the effects of policy, strengthening the governance function, and improving policy information.
OBJECTIVE
Developing the data strategy and a roadmap and change programme derived from it to become a data-driven organisation.
RESULT
Use cases have been drawn up for the municipality's target groups. These include gaining insight into demographics, healthcare demand and the labour market in order to proactively steer and formulate policy. But also the analysis of sensor data from (infrastructural) facilities. Data roles, ownership and governance were then established. An IT data platform has been realised, and information security and privacy by design have been implemented. The decision was made to start in a practical and small-scale manner: start, learn by doing and quickly achieve tangible results.
ALIGNING INTERNAL IT-ORGANISATION
BACKGROUND
The IT function of a government institution is ready for the next step. Its IT capability is insufficiently aligned with future requirements. The organisation and working methods are hardly geared towards the use of new, innovative applications. There is insufficient control over IT services, especially in the case of outsourced work. IT processes are hardly standardised, which means that the learning process is long and it is difficult for suppliers to connect. There are no clear agreements about responsibilities, resulting in many discussions.
OBJECTIVE
Developing a state-of-the-art IT function in which outsourced services are under control, and there are clear agreements about responsibilities.
RESULT
New IT processes have been drawn up, using COBIT as the market standard. Roles and responsibilities have been derived from these processes and a new sourcing strategy has been drawn up (‘make, buy or ally’). The physical structure of the IT organisation is based on the value streams of the business. A change process has been set up with the aim of bringing the capacity, competencies and behaviour of IT professionals up to standard.
TRANSITION TO OMNICHANNEL
SERVICE DELIVERY
BACKGROUND
Due to the enormous range of services and increasing legislation and regulations, the municipal organisation has become too compartmentalised. Citizens and entrepreneurs have to deal with different counters, working methods and information systems, which are insufficiently aligned with each other. Customers also expect the same streamlined service and customer journey from a municipality as they do from Coolblue, for example.
OBJECTIVE
Developing – with the support of all stakeholders – an integrated transition plan, focusing on excellent omnichannel service provision, for one of the largest municipalities in the Netherlands.
RESULT
Within a few months, the desired solution took shape and the contours of the desired change became visible. Our approach, which included a structured process to jointly identify the change, a well-developed business case and continuous stakeholder management, was well received. That is why we were asked to guide the next step: organising a Proof of Concept for the intended solutions.
INTRODUCING AGILE WAY-OF-WORKING
BACKGROUND
A national funeral organisation is confronted with changing customer requirements, which place high demands on the organisation's flexibility. Responding more quickly to customer needs is crucial to maintaining high levels of customer satisfaction. This requires quite a few changes in the digital landscape.
OBJECTIVE
The internal IT organisation must become more decisive and able to respond more quickly to the desired changes. It must also be more predictable in its service provision and work more efficiently, both in management and in change projects.
RESULT
Designing an IT organisation based on Agile principles, with SAFe as a reference framework. This includes all associated roles, competencies, management model and the necessary cultural change. This new working method has been implemented rapidly and comprehensively. The entire IT organisation has been transformed from a traditional, functional structure to a setup with DevOps teams. The associated management structure, with scrum masters and product owners with a broad mandate, was also designed and implemented.
ALIGNING THE CHANGE PORTFOLIO WITH
THE COMMERCIAL STRATEGY
BACKGROUND
An international organisation in the agro-industry is experiencing rapid revenue growth. As a result, various departments are launching a number of change initiatives in the field of marketing and sales. However, these initiatives lack coherence and lead to suboptimal use of the change budget.
OBJECTIVE
Mapping all current and planned change initiatives worldwide: objectives, budgets and required resources. At the same time, defining top-down, based on commercial strategy, which initiatives have priority and how the total change budget can best be utilised.
RESULT
The commercial strategy has been translated into objectives, results and milestones and set out in a multi-year calendar. Planned and ongoing initiatives were then assessed against these objectives and any gaps were identified. The change management system has been set up, giving management insight into priorities, resources and progress. This has resulted in better management and adjustment of changes and has created a link between the ambitions and the projects to realise them.
