References
A year after the project, when the plan was put into practice, the business went 40% above the set annual targets.
VP of B2B software, European operator
The development of a new growth area occurred at a fraction of the time compared to customer expectations and our previous projects.
EVP, Managing Director of Nordic IT services company
Personally, I have always enjoyed working with people who really understand what we are trying to accomplish and are top professionals in their field.
CEO of a large Energy company
Case
Product development organization change of large customer base company
The product development organization of a 500K customers’ company enhanced its operating model to achieve revenue growth and new product launch targets.
The situation
A team of twelve-person has unclear roles and task areas besides a dysfunctional operating model which leads to the issue that the team could not achieve its desired turnover increase and new service development targets.
Solution
The solution to this case was to re-design the current development organization and continuously improve it. This was done by outlining the needs of customers, creating and controlling the innovation pipeline, and aligning the growth targets of the product and services across the company.
Result and benefits
Instead of one large team, the result was to divide it into three separate agile groups, each with a precise sphere of targets and responsibilities for a particular product or service. The organization’s recruitment plan was made for each group in line with the objectives to double the resources and after the change, the group tripled its turnover by focusing on major development areas instead of myriad occasional ones.
We succeeded in realigning the team to make results and improve customer and employee satisfaction.
Head of New services, a company with 500K customers.
Case
Crystallization of corporate accounts’ customer strategy
The corporate accounts’ division of a large financial service company redefined its customer strategy in line with the company’s new targets.
The situation
The strategy of the company had changed, so the new emphasis had to be placed on the operating culture of the account executives and on communicating the services offering for its customers. The division should be focusing on new sales, customer retention and learning.
Solution
The solution to this case was to look at it from the customer’s perspective. Customer target segments, as well as archetypes, were specified, and service priorites were created with the account executives. Responsible leaders tested and trained the new customer strategy and storyboard with their regional organizations.
Result and benefits
As a result, sales management became easier with the creation of a unified line about services and value proposition. This led to achieving the sales goals and helped to launch a long-term development steps.
We built on top of our core capabilities and found right instruments for team to use for customer growth.
VP of corporate sales, Nordic financial institution
Case
Market validation and concept design for IT services company
Nordic IT services company wanted to assess the customer potential of the new service area
The situation
The IT services company had a large customer base in the certain industry, to which a wide range of services was delivered. However, the profit had become low in that service area. Therefore, it was explored whether the company would have a demand for the sale of data and machine learning based services to this industry.
Solution
The method was to survey the needs of the end customers with the help of a field study alongside discussing the new services with the company’s customers’ executive boards. Based on the interview process and discussion, it was evaluated if the services and customer demands meet.
The next step was to consider what needs to be added to the service entity to serve customers better, and finally, the content of the services was visualized. The concept was well-received by the company’s customers since their opinions were counted in.
Result and benefits
For the results, a new customer-focused service area was conceptualized, which at the same time created customer interest. The new concept renewed the company’s image to its customers and based on this, an extensively detailed business plan was created. This project was followed by actual product development and customer launch projects.
The development of a new growth area occurred at a fraction of the time compared to customer expectations and our previous projects.
EVP, Managing Director of Nordic IT services company
Case
Offering redesign for major operator
The operator redesigned its B2B software business area to be customer-oriented and easily expandable.
The situation
The operator holds a major position among customers, but margins began to suffer in tenders. It had several different software developed for the same need, which confused customers. The core of the software was rather basic, and it was almost unfeasible to extend. For these reasons, the software was not as attractive, modern, or extensible as the new competitors’ solution.
Solution
First the customer needs, current state of services, and the solutions of competitors were evaluated. After that, a differentiating vision and strategic goals were formulated, as well as development priorities of the software services. Core service was detailed, major extensions and modules were selected and an innovation lab was defined. Lastly, the business scenarios were calculated versus the required investment levels.
Result and benefits
As a result, the core of the service was separated into its own base service. In addition, modular components were designed which could become part of the operator’s own additional services or third-party services that could be added to the base service. The innovation lab is used to experiment together with customers. They were enthusiastic about the redesigned software service and its future expansions.
A year after the project, when the plan was put into practice, the business went 40% above the set annual targets.
VP of B2B software, European operator
Case
A clear new vision and playbook to follow for circular economy company
The large circular economy company developed its services using IoT technologies
The situation
The company had several various service lines and customer segments. The service models of customers and the company’s personnel had been developed many times with different technologies and with different partners. As a result, there were too many distinct custom services, and they were difficult to manage in terms of securing the customer promise, technical functionality, and cost.
Solution
The method was to evaluate what alternative solutions exist to develop the services of different businesses and examine the successful elements of current implementations. In addition, the competitor’s solutions were defined as well a vision, a roadmap, a playbook, and a communication plan were created. Together with sales teams, negotiations were held on goals around pilot project amounts for each customer segment. It was also agreed on the sales targets and coming development phases. And finally, customer and employee testing created preliminary service concepts.
Result and benefits
The result was a unique vision and roadmap for IoT service development. Instead of several partners, certain partner was chosen who will implement the service for the chosen customer segments. The stages of product development and related goals were agreed upon together with the company leadership team. All in all, the service development and sensor technology increase the efficiency of operations, enabling additional services to be provided in the saved time. From the customer’s point of view, it provides the necessary services effortlessly.
Output-seeking work agreed things to be completed; we got great buy-in for new development through the organization. As a bonus, we got outline for common goals.
Strategy and development director, large circular economy company
Case
Large energy corporation renewed its strategy
The renewed strategy leads the corporation to achieve its ambition to get carbon-neutral.
The situation
The corporation had a business environment change coming up since customers expected a wider range of services and new ways to cooperate with the corporation. Moreover, environmental responsibility and tightened taxation made it impossible to continue with the same strategy. At the same time, new competitors’ solutions attracted customers more and more.
Solution
The company’s vision, strategic goals, and target capabilities were refined by conducting large-scale strategy planning together with top notch management consultants. Hundreds of the company’s employees were involved in the process. Alongside, a strategy comparison with more than 60 international energy players was used to assess future investment areas. Detailed implementation work and culture change approach were part of the assignment.
Result and benefits
The strategy included a new business division alongside the existing business, in order to serve the needs of the customers. The corporation’s plan to become carbon neutral producer was also refined. For innovations beyond the strategy period, a group was established to make investments in Europen growth startups.
Personally, I have always enjoyed working with people who really understand what we are trying to accomplish and are top professionals in their field.
CEO of a large Energy company
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