We turn complex challenges into tale from yesterday.

Within the changing conditions on the market, the customer needs an adapted software strategy. Lupus & Company was hired to assist with the resulting tasks.

Through well-founded interviews and data analyses, the market and customer requirements were first identified and a target image was created. At the same time, the organization was geared more towards end-customer orientation and data-based decision-making mechanisms. By creating a clearly structured requirements process, Lupus & Company helped to sharpen priorities and achieve efficiency gains. In addition, as part of the sourcing measure for the new software, our colleagues supported the process from needs assessment to selection and operational onboarding of the service provider.

With the introduction of transparent processes for deriving and prioritizing requirements and targeted coaching of the teams, work processes and customer focus were noticeably improved. With the integration of a cost-effective nearshore partner into development, scalability has been increased, which leads to an accelerated development process.

Inventory and market analysis Target image development Nearshore advice Coaching & training

Hans Teske, Oliver Nachtrab

Lupus helped us pragmatically and quickly to evaluate the potential of a new solution and to make an impact. In particular, Lupus' ability to design on an interdisciplinary basis, including complex professional processes, organizational change, and technological implementation, has quickly brought us to a suitable solution for us.

GVS Gasversorgung Süddeutschland was faced with the challenge of renovating its system landscape, which had grown over the years. The development team had been struggling with the pitfalls of the established systems for a long time and was repeatedly faced with new, unforeseen difficulties. As a result, scheduling and budget planning for IT projects became increasingly difficult. The aim was to significantly improve IT's ability to plan and deliver, even for complex projects. Ongoing day-to-day business should not be unnecessarily affected.

Initially, agile working methods were introduced within a pilot in a development team. New tools and processes were gradually introduced, adapted and constantly refined. After a successful training phase, these procedures could also be extended to other projects and even the specialist areas. Requirements were cut into smaller packages, which benefited the departments, as results were delivered at short intervals that could be used directly in day-to-day business. In this way, other stakeholders were quickly convinced of the new working methods.

Establishing agile rituals has made the dialogue between all participants significantly more structured and efficient, while at the same time ensuring transparency in work progress. As a result, IT can now focus on valuable developments and (even) better support the business. Through a gradual introduction, we were able to significantly improve the IT planning and delivery capacity of gas supply in southern Germany within just a few months, despite an established system landscape and parallel renovation activities.

Strategy and vision Introduction of agile working methods Coaching management and various teams

Stefan Zanzinger Jan Wilhelm

An existing digital platform from the ProSiebenSat.1 Group should be completely realigned and raised to the next level. The customer already had a rough idea in which direction it should go, but did not have the necessary resources and competencies to specify and implement the path himself. At the same time, only limited budgets were available and they wanted to achieve initial results quickly in order to be able to check customer acceptance at an early stage.

LUPUS consultant Alexander first helped to formulate a coordinated strategy and thus significantly sharpen the product's target image. Due to the tight schedule and limited financial options, he agreed with the customer to implement the project as a “managed nearshore” model. For this purpose, an appropriate partner was selected and contracted, who was able to provide the necessary experts and developers to implement the new platform agilely and in-time. As (interim) product owner, Alexander then constantly structured the priorities on the customer's side and operationally manages the implementation and external development team of the nearshore partner. Alexander thus helped from strategy development to the process model and managed the entire implementation. After successfully going live, LUPUS also helped to find a suitable position for the PO role and fully familiarized the new colleague.

With the help of the “managed nearshore” approach, the customer was able to realize his vision of a new platform at low costs and in a short period of time. On the one hand, the LUPUS consultant took on the role of product owner, but also helped from strategy development to partner selection. In this way, he was able to relieve the customer's team as much as possible so that operational activities did not have to suffer as a result of the realignment. In the end, the customer was able to take over control himself and operate and further develop the platform independently with the external team

Strategy and vision Interim Product Ownership Managed nearshore consulting

Alexander Wittkow

Benjamin Dörich (Sales Director - SevenOne Media GmbH): “We were pleased to have a neutral and experienced man who supported us from product strategy and selection of the best partner to operational management of implementation. Alexander pushed the project forward very pragmatically so that we were able to successfully take the platform live. ”