Challenges:

• Budgetary Challenges: Necessity to prioritize investments due to financial constraints.
• Client Mobility Analysis: Mapping CXP, network, and financial metrics to address client mobility patterns.
• 5G Metric Gaps: Lack of historical data on 5G networks and CXP.
• 4G to 5G Transition: Complex and resource-intensive process of upgrading existing sites.
• Cell Influence Framework: Defining a framework to quantify cell impact on potential financial loss.
• Data Quality Issues: Challenges with data industrialization, implementation timelines, and integrity.
• Post-COVID Variability: Shifts in cell latency patterns affecting load forecasting.

“��ѻ��ý played a crucial role in helping us initiate a change and instill adoption behaviors among all employees and teams involved in the project, imprinting an induction in how we look at the future and in how we rethink the future innovatively.”

Afonso Themudo Barata
Deputy Chief Executive Officer

As we navigated the complex landscape of this transformative journey, we were faced with a series of challenges that required strategic solutions. These challenges included:

• Navigating Change: The shift towards a customer-centric approach required a meticulous navigation of internal processes and systems, fostering a change-ready environment.
• Ensuring Adaptability: As the digital landscape evolved, there was a need for the company to seamlessly adapt to the changing industry dynamics, onboard new distribution partners, and collaborate with service providers.
• Balancing Innovation and Tradition: The push for innovation needed to be carefully balanced with the preservation of core industry practices and the insurer’s identity.
• Technology Integration: The integration of cutting-edge technology required overcoming technical complexities and ensuring a smooth transition for both claims managers and customers.
• Managing Cultural Shift: Transforming the role of claims managers from traditional back-office operators to front-office customer service agents demanded a cultural shift, aligning internal teams with the vision of a customer-centric service.

However, despite these challenges, the collaboration ushered in a wave of transformative benefits that reshaped the company’s operational landscape:

• Heightened Efficiency: The streamlined customer service approach significantly increased the efficiency of claims handling, reducing turnaround times and enhancing overall service delivery.
• Elevated Experiences: Both customers and claims handlers witnessed an elevated level of service, fostering stronger engagement, trust, and satisfaction.
• Strategic Positioning: The establishment of touchless claims operations and a target operating architecture positioned the insurer strategically for future growth and scalability.
• Unified Customer Data: The comprehensive utilization of data enabled the creation of a unified customer profile, facilitating personalized interactions and a deeper understanding of customer needs.
• Clear Roadmap: The development of a multi-year transformation roadmap provided a clear strategic direction, ensuring that every initiative contributed to the overarching vision.
• Future-Ready Operation: The collaboration with ��ѻ��ý not only achieved a future vision for claims operations but also empowered the company to thrive in the rapidly evolving digital landscape.

In overcoming these challenges and realizing these benefits, the partnership with ��ѻ��ý has not only revolutionized the claims service but has also laid the foundation for sustained growth, customer trust, and industry leadership.

Leveraging technology to solve complex logistics

Founded in 1871, Hellmann Worldwide Logistics has developed into one of the largest international logistics providers, handling 20 million shipments a year from 264 offices around the world. The company specializes in solving complex logistical challenges in industries like automotive, consumer goods, fashion, healthcare, and perishables through its air, sea, road, and rail freight offerings. In addition, the company provides contract logistics solutions for warehousing, packaging, and digital commerce.

Seeking to accelerate its growth trajectory over the next 10 years, Hellmann wanted to ensure that its technology infrastructure could support its business strategy. The company conducted a thorough analysis of every system and process, identifying those in need of modernization. At the top of the list was its home-grown customer relationship management (CRM) system, which did not provide the visibility and insights necessary to support the transformation the company was looking to enact. To ensure the best-fit replacement and drive a required IT transformation forward, Hellmann turned to its long-time partner, ��ѻ��ý Invent Germany.

Optimized customer relationship management with Microsoft 365

Focusing on Hellmann’s vision and strategy, the partner determined that the ideal CRM solution for the company needed to be quick and flexible to implement. The platform also had to balance clear and structured out-of-the-box features with the ability to adapt to Hellmann’s business requirements, integrate with existing Microsoft 365 investments like Microsoft Teams, SharePoint, and Excel, and provide a scalable foundation that would easily accommodate future needs. After conducting a technology-agnostic platform evaluation, the team recommended the Dynamics 365 Sales and Dynamics 365 Marketing tools and created an extensive business case that outlined the benefits the new solution would provide over the next 10 years.

Microsoft Dynamics 365 Sales and Marketing offered the best fit for the organization given its ability to provide a comprehensive and integrated solution that will expand to meet Hellmann’s needs as the company grows.

Patrick Schumann, Head of CRM and Service Transformation, ��ѻ��ý Invent Germany

The project team spent six months developing a Dynamics 365 production pilot for Hellmann North America that covered a broad set of sales and marketing functions. These included account management, contact management, activity management, lead management, and opportunity management, as well as a LinkedIn Sales Navigator integration.

The pilot process was designed to incorporate user feedback very quickly so the team could be sure that the solution was providing the features and benefits Hellmann end users needed. This approach rapidly demonstrated how transformational the solution could be in terms of delivering a better experience for end customers and improving visibility and insights across the business. Early adopters recognized the change after their very first interaction with the solution and provided enthusiastic feedback.

New capabilities streamline selling

One of the important features that the Hellmann and ��ѻ��ý Invent team rolled out is fully automated lead scoring. This process assigns each marketing lead points for specific actions like opening a newsletter email or attending a webinar. Once the sum of the points reaches an established threshold, the lead is automatically assigned to one of Hellmann’s 600 salespeople around the globe based on the appropriate region or industry.

“This ensures that sellers are spending their time on only the best qualified leads,” said Patrick Schumann, Head of CRM and Service Transformation, ��ѻ��ý Invent Germany.

Early feedback from end users has been extremely positive as the new system includes many features that make it easy for sales teams to do their day-to-day work. For example, the Dynamics 365 integration with LinkedIn Sales Navigator allows sellers to enhance their business network and connect with potential clients in just a few clicks. In addition, on-site client meeting reports can now be documented in a mobile “Visit Report” app that ��ѻ��ý Invent built on top of Dynamics 365, allowing salespeople to enter important meeting data that they can then submit to their teams while on the road.

For the first time, the Hellmann team has full transparency into the sales funnel and can make data-based decisions to steer their sales teams. This will only become more impactful as time goes on and more data is collected in the system.

Marcel Schmidt, Senior Manager CRM and Service Transformation, ��ѻ��ý Invent Germany

An end-to-end customer experience

With the successful pilot now in production, Hellmann is currently in the process of rolling out the solution globally to approximately 1,000 sales and marketing users. Once the solution is fully live, calculations show that the company can expect its lead generation and opportunity conversion to improve by 20% while also reducing the customer churn rate by 10%.

Hellmann is already preparing for the next steps on its CRM journey and exploring the use of Dynamics 365 Customer ��ѻ��ý to incorporate the next best action and offer capabilities. In the future, the leading logistics organization is looking to further enhance the customer experience with Dynamics 365 Customer Service and Dynamics 365 Commerce while improving sales workflows with Microsoft Viva Sales.

With the collaborative support of ��ѻ��ý Invent, we are able to optimize our customer experience significantly. Due to their exceptionally high degree of expertise in digital business transformation and our industry, we have upgraded our sales processes and digital marketing capabilities tremendously.

Patrick Oestreich, Chief Commercial Officer at Hellmann Worldwide Logistics

This interview with Eduardo Rocco – Head of Tech Procurement, Planning, and Compliance at Farfetch –  talks about a series of initiatives, where Farfetch was looking for a very optimized time-to-market and for an expansion of their teams with qualified personnel. Farfetch found in ��ѻ��ý Engineering an ideal partner with the flexibility and team spirit they needed.

Farfetch is a tech software & internet company with an e-commerce marketplace that connects customers in over 190 countries and territories with items from more than 50 countries and over 1,300 of the world’s best brands, boutiques, and department stores, delivering a truly unique shopping experience and access to the most extensive selection of luxury on a single platform.

An innovative approach to Intelligent Industry

This cloud-based Asset Advisor solution allows 24/7 monitoring, real-time notifications, incident tracking, chat collaboration on incidents, proactive service dispatch, set on or off duty status, monthly reports and global visibility across of hybrid ecosystems in your phone, tablet or computer, from anywhere in the world.

The Asset Advisor focuses on Advanced Asset Performance Management (APM) through Data-Driven maintenance. It gathers and transforms data from electrical distribution systems (MV/LV Smart Panels, Oil/Dry Transformers, MTZ/NW/NT Breakers, Power Quality, UPS, Protective Relays, Power Meters, etc.), through cloud-enabled predictive analytics and expertise.

It provides actionable insights and recommendations, from experienced professionals, on managing and maintaining equipment health.

Project development is being managed through Agile/Scrum Framework with a continuous Integration and Delivery approach (CI/CD).

The project includes manual functional tests performed by development scrum teams and also a dedicated test automation team. ��ѻ��ý Engineering provides support to Schneider Electric in the knowledge and continuous implementation of best practices (increase code coverage, reduce technical debt, etc.). As a result of this co-collaboration between ��ѻ��ý Engineering and client experts, the team has been growing over time and already tripled its number.

The solution and services provided enable:

• Industrialization of the development on the whole project.
• Automation of the tests, which allows raising the level of quality.
• Flexibility and optimization of the workload according to business needs.
• Commitments on KPIs related to production level and quality.

The added value and results of this partnership can be summarized as:

• Shorter time-to-market by implementing short iterations (Scrum) and highly quality of each delivery.
• Better quality of the end product by constant monitoring of code quality and functional fitness, as with automated tests.
• Cost optimization by lean processes that ensure quality and performance, thus removing the need for extra quality/validation/rework loops.

Our Cloud Based Software Product Engineering services brings the Cloud to the industry

��ѻ��ý Engineering can support to architect, develop and deploy Cloud Native systems. Starting from top level Digital Native transformation, following into MACS (Microservices, API, Containers, Serverless) software architecture and design to enable complex engineering software product development in specialized Industry fields.

“The unity and teamwork we have developed with ��ѻ��ý Engineering has been crucial to our success and we look forward to continuing this partnership”

Diederik De Laet
Product Owner Network Capacity Telenet

Telenet’s partnership with ��ѻ��ý found some challenges along the way, including:

• Mobility of clients: Mapping CXP, Network and Financial metrics: Telenet has faced challenges in mapping customer experience metrics, network performance, and financial metrics in areas with high client mobility. This has required innovative solutions to ensure accurate data collection and analysis.
• No history of 5G networks metrics / CXP: The lack of historical data on 5G networks and customer experience metrics has posed a challenge for Telenet and ��ѻ��ý. However, they have been able to leverage other data sources and predictive analytics to make informed decisions.
• Site upgrade from 4G to 5G: Upgrading existing sites from 4G to 5G has been a complex and resource-intensive process. Telenet and ��ѻ��ý have worked closely together to develop a comprehensive upgrade plan that minimizes disruptions to the network and customer experience.
• Limited budget for site investments: Telenet has faced budgetary constraints that have required them to prioritize investments carefully. Through the use of data science and AI, they have been able to identify the most impactful investments and optimize resource allocation.
• Cell Latency variability pattern changes between Pre/Pos Covid19 confinement, impacting cell load forecasting: The COVID-19 pandemic has created significant disruptions to network traffic patterns and cell load forecasting. Telenet and ��ѻ��ý have adapted to these changes by leveraging real-time data and predictive analytics to adjust their strategies and investments.

However, despite the challenges we faced, we achieved numerous benefits that exceeded our expectations, such as:

• Geographical and visual distribution of revenue per sector over time: By leveraging data science and AI, Telenet and ��ѻ��ý have been able to gain valuable insights into revenue trends across different sectors and geographic regions.
• Most impactful Network KPIs for the Customer experience metrics: Telenet has been able to identify the most impactful network KPIs for customer experience metrics through the use of advanced analytics. This has enabled them to optimize network performance and improve the overall customer experience.
• 5G rollout strategy support of the site investment prioritization for the next years: Telenet has developed a comprehensive 5G rollout strategy with the support of ��ѻ��ý. This strategy includes site investment prioritization, ensuring that resources are allocated in the most effective and efficient manner.
• Network engineering support by providing insights for upgrades and maintenance, to minimize customer experience impact: ��ѻ��ý has provided Telenet with valuable insights for network upgrades and maintenance, allowing them to minimize the impact on the customer experience while maintaining network performance.

In 2021, Aurobay separated from Volvo Cars and became its own organization, now owned by Geely. This event offered the newly formed company a chance to define its own vision for the future.

Embracing this opportunity, Aurobay partnered with ��ѻ��ý to launch an extensive transformation program supporting the overarching ambition of, “Becoming Aurobay.” At the core of this initiative was the company’s desire to disconnect from the IT systems that it used in coordination with Volvo and create its own technological foundation that would enable more scalable and cost-efficient operations.

As part of this overarching initiative, Aurobay and ��ѻ��ý determined that the SAP S/4HANA platform would be the most effective platform for enabling future scalability and innovation. In order to support the program properly, this transformation needed to take place quickly. This launched a fast-paced project that saw Aurobay and ��ѻ��ý collaborate as a single, unified team.

Defining a transformation approach

The implementation of the S/4HANA platform was based on four guiding principles.

First, Aurobay and ��ѻ��ý agreed to utilize a standardized approach for the transformation. Doing so ensured that process design was aligned to the selection of system applications for standard operating practices. The partners leveraged ��ѻ��ý’s iCaptivate methodology, which combined pre-built accelerators with leading business practices. By incorporating lean and agile concepts, such as a scrum team, backlog, sprints, and feedback loops with users, Aurobay and ��ѻ��ý ensured that the project approach delivered as standard an SAP environment as possible while ensuring that its design supported easy management and growth opportunities.

The second guiding principle was rapid scaling with accelerators. Together, Aurobay and ��ѻ��ý assessed potential accelerators and frameworks to help facilitate and expedite changes as well as support the design of an infrastructure that could scale well as the business grew. This led the organizations to select Rise with SAP. The partners initially applied an application architecture and business process model to ensure that this was a good fit for Aurobay’s objectives.

Expertise and team unity

In addition to established methodologies and solutions that fit Aurobay’s particular needs and objectives, the partners relied on collaboration throughout the project, which they supported with the final two guiding principles of the project: a committed team and a strong partnership built on industry experience.

The S/4HANA implementation’s success relied on a tightknit team made up of members from both Aurobay and ��ѻ��ý that brought extensive technical knowledge to bear. This group engaged business stakeholders so that, while the solution remained as standard as possible, it also addressed the unique requirements inherent to the project and intended users. By utilizing the Rightshore resourcing model, the combined team optimized costs, supported efficient practices, and maintained easy collaboration throughout.

Finally, Aurobay and ��ѻ��ý drew upon extensive industry knowledge drawn from both organizations. While the project only began early in 2022, ��ѻ��ý had worked with companies within Geely group for the previous 4 decades. This meant that when Aurobay set off on its own, its depth of expertise related to the industry was equaled by ��ѻ��ý’s understanding of the automotive sector and the specific organizations in question. An existing Center of Excellence and SAP partnership meant that the partners could leverage world-class proficiency that covered every element of the project.

This is a really exciting time at Aurobay as we’re charting our own course into the future. SAP S/4HANA is a really important step for us to take. It made us more independent and capable of pursuing our vision for the years to come. Throughout the project, our relationship with ��ѻ��ý proved essential to success, as our unique combination of expertise and methodologies made for a relatively simple and painless transition.

Fredrik Alenrot, Head of Corporate Products, Aurobay

A foundation for the future

After only 10 months, Aurobay successfully completed a transition from the majority of its legacy environment and implemented the SAP S/4HANA platform. The delivery was not only the conclusion of this particular project but also an important milestone within the broader digital transformation initiative. The successful transition provided a new level of independence for Aurobay as a first major step away from Volvo systems.

With SAP S/4HANA in place, the new company is now prepared to support further transformations and innovative work. Going forward, Aurobay and ��ѻ��ý will continue their partnership in pursuit of a comprehensive digital transformation.