References
Since 2018, more than 60 projects for more than 40 clients.
This is where we have worked and what we did there. We do not name our clients.
Cases
Selected cases
The bottleneck: first the organisation, then their own SaaS systems.
The cause: the old structures of the four companies. With them, the new company could not get running or delivering, and not even discovery worked. On the technical side, the four had built the same things twice, although after the merger they could have shared resources. (organisation and IT)
Our solution: First we cut the organisation anew along the shared customer value stream, then merged the systems along those cuts.
Key result
An operating model that fits the client, their market and their people, and still works well there today.
From 20 days to 5
EnergyThe bottleneck: the approvals. Every configuration waited for several departments that had to sign off one after another.
The cause: an agile operating model in which the approvals had stayed in the old line organisation. (organisation)
Our solution: We reviewed the operating model, removed the approvals that slowed things down, streamlined the end-to-end process with BPMN and Lean, and cleaned up the portfolio.
Key result
Lead time from 20 days to 5. It has stayed there ever since.
Automation in a public authority
Public SectorThe bottleneck: the missing feedback from the business department.
The cause: a plan that put a whole year of technology before any business work. (workflow)
Our solution: We brought business work into every sprint, so that the business department could check along from then on.
Key result
Delivered the full project scope around 3 months before the planned end.
Vacating a data centre on a fixed date
TelecommunicationsThe bottleneck: unclear dependencies. Nobody could say for sure what could move when.
The cause: Everyone involved planned on their own. There was no shared view of systems, dependencies and the maturity of the teams. (organisation and IT)
Our solution: We created a shared current and target view of all systems and turned it into blueprints and release plans the teams could use to plan the move themselves.
Key result
Blueprints and release plans the teams used to plan the move themselves.
The bottleneck: maintaining the parts lists by hand. Errors at the handovers delayed delivery.
The cause: Mechanical and software teams maintained their parts separately. Everything was merged only at the end, by hand. (workflow and IT)
Our solution: A variant configurator that brings mechanical and software parts together in one model and generates the parts lists from it.
Key result
Parts lists are generated automatically.
The bottleneck: architecture decisions. They got stuck between many parties with interests of their own.
The cause: a governance in which every interface had several owners. The systems were as tightly coupled as the coordination between the parties. (organisation and IT)
Our solution: We cut architecture and workflows anew together, so that systems and decisions depend less on each other.
Key result
Critical dependencies between the systems decoupled.
From grown systems to microservices
BroadcastingThe bottleneck: the path from the editorial team into IT development. Every new digital offering waited for changes to the grown system.
The cause: separate silos for editorial and IT development. The system landscape had grown the same way: one big block that everyone depended on. (organisation and IT)
Our solution: We brought the editorial team and IT into shared workflows and cut the system into microservices along those workflows.
Key result
A working prototype within a few days, followed by a handover to the team with extensive training.
Process platform with API
FinanceThe bottleneck: the interfaces. Each unit had its own process logic and its own, often manual connections to the surrounding systems.
The cause: The units had each digitalised their workflows on their own. There were no shared building blocks. (IT)
Our solution: A generic process platform with one interface that all units use, plus highly available systems for the services behind it.
Key result
One interface for all units and fewer manual connections to the surrounding systems.
Projects
More projects
Public client
The bottleneck: the interface between IT security and development. Security requirements and sprints ran at different cadences, spread across several locations.
An agile operating model for a cloud platform in which security architecture and development plan together. Plus metrics that show where work is waiting, and onboarding for the distributed teams.
Provider of safety systems
The bottleneck: high pressure from quality management and safety. Every change felt risky, so releases were rare.
Clear team rules, metrics that make the flow visible, and a roadmap that brings release planning and safety requirements together.
Car maker
The bottleneck: the boundary between vehicle development and software connectivity. Both sides planned at their own cadence.
Joint planning rounds across both sides and quality metrics that both understand. Set up so that the teams carry it on themselves.
Public payer
The bottleneck: a backlog in application processing.
Kanban and flow introduced in development and product management of a digital reimbursement system: work made visible and work in progress limited. Pragtics grew out of this project.
Home appliance maker
The bottleneck: a new team that was not yet a team, and a product that had to get from idea to prototype quickly.
Workflows tailored so that they support the team instead of getting in its way. Plus a modular UI component library with React, TypeScript, Next.js and Storybook that the team keeps building on its own.
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