business review europe magazine - june2016

June 2016 • www.businessrevieweurope.eu

The seven best businesses on social media and the secrets to their success

Truvo BelgiumBeyond digitising

the directory

OcéInnovation in print

Digital by design

How cinema is fighting back against the on demand industry

Close Brothers Premium Finance tells us about its digital journey

FOCUSED. STRONGER. BETTER.RSA is one of the world’s longest standing general insurers, providing peace of mind to individuals and families, and protecting small businesses and large corporations from uncertainty for more than 305 years

For more information please visit our website: www.rsagroup.com

http://www.rsagroup.com

Lucy DixonManaging Editor EMEA

[email protected]

W E L C O M E T O T H E J U N E issue of Business Review Europe.

This month our focus very much lies in the digital sphere, with our cover feature looking at how Close Brothers Premium Finance is transforming its service delivery by embarking on a huge digitisation journey.

We also enter the worlds of manufacturing and business directories, charting the technological changes that have occurred at Swiss machine manufacturer Tornos and Belgium’s Yellow Pages.

Before our profiles you will discover how IMAX is competing with the rise of on demand entertainment, spearheaded by the remarkable uptake of Netflix. Pivotal Labs tell us why it thinks IT development outsourcing is a thing of the past, while we also examine seven of the hottest companies currently on Twitter.

I hope you find this issue an interesting one; get in touch with us @BizReviewEurope to continue the debates.

Enjoy the issue!

Technology transformations

E D I T O R ’ S C O M M E N T

3

IN TH IS ISSUE

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16TECHNOLOGY

INTERVIEW

4 J u n e 2 0 1 6

IMAX & Netflix: A clash of the movie titans?

Pivotal The long, slow death of offshore outsourcing

TOP 7 best business on twitter 22

8TOP T IPS

FEATURES

http://issuu.com/action/page?page=8




Company profiles

60TechnologyOCÉ

32Fin-TechCLOSE BROTHERS PREMIUM FINANCE





Company profiles

88ManufacturingTORNOS

74 TechnologyTRUVO BELGIUM




122Supply ChainZINNOVATE

102 Supply ChainG4S



8 J u n e 2 0 1 6

W r i t t e n b y : TO M WA D LO W

IMAX & Netflix:

A CLASH OF THE MOVIE TITANS?

INTERVIEW

9

I M A X A N D N E T F L I X

W r i t t e n b y : TO M WA D LO W

IMAX & Netflix:

A CLASH OF THE MOVIE TITANS?

1 0 J u n e 2 0 1 6

INTERVIEW

THERE ARE 150,000 digital

cinema screens around the world. In

2006 there were fewer than 3,000.

Premium cinema experiences are

also growing fast. The number of

IMAX screens globally now stands

at 1,060, with hundreds more in the

pipeline for the next 12-18 months.

Andrew Cripps is President of

International at IMAX, and points to

the emerging markets as driving the

future of cinema. “When I joined the

industry in 1985 around 25-30 percent

of the box office on a movie would

come from the international side,” he

said. “That’s more like 70 percent now.

“I think this is a really healthy thing

for the industry and Hollywood has

responded by producing more globally

orientated movies. I only see this trend

continuing. If you think of how much

growth we are experiencing in China

and then the potential of untapped

markets like India, we are just

scratching the surface at the moment.”

Such growth in high quality cinema

could be seen as unprecedented in

the entertainment industry, before

the advent of streaming en masse.

On demand in demand Netflix is massive. Turning over

$6.8 billion in 2015, the leading on

demand provider has more than

81 million members in over 190

countries who enjoy more than

125 million hours of TV shows and

movies per day. In the fourth quarter

of 2015 alone the number of Netflix

subscribers grew by 5.6 million.

Other internet giants such as

Amazon and Now TV have joined the

streaming revolution, which provides

a cost effective way for consumers to

enjoy their favourite shows and films

in the comfort of their own home.

“Ironically for IMAX it has actually

been a good thing for a number

of reasons,” Cripps revealed.

“First of all the good news is that

consumers today are seeing more

movies in more places on more

devices than ever in history. There’s

been a general upsurge in movie

viewing and interest in movies,

which can only be a positive. People

love talking about movies.”

Raised awareness of films and

entertainment, Cripps believes, has

also led to a heightened demand

for premier experiences. He

continued: “IMAX provides people

with an immersive experience. It

feels like you’re part of the movie

CineStar Berlin exterior night

1 1


“There’s been a general upsurge in movie viewing and interest in movies, which can only be a positive”

– Andrew Cripps, President of International, IMAX

1 2 J u n e 2 0 1 6

INTERVIEW

in a way that you don’t get at home

or on various devices. When you

go out to the movies you expect to

see, hear and feel the best, most

premium movie experience.

“Technology aside, comedies

are funnier and thrillers are more

enthralling when there are 400 other

people laughing and holding their

breath with you. I believe humans have

a desire to be collectively entertained.”

The IMAX factor The rise of on demand has reinforced

the importance of cinema continuing

to up its game. If the likes of IMAX

stall in their pursuit of development

and allow home streaming to

narrow the quality gap, consumers

may opt to stay in more often.

Moreover, “consumers are

paying a premium price for IMAX

so it’s incredibly important that we

deliver a premium experience,”

Cripps added. “If you’re going to

compete with in-home you must

live up to your promises.”

For 50 years IMAX has been

pioneering the big screen experience.

In the last 12 months it has introduced

laser projection and immersive sound

to screens in London’s Leicester

Square and Cineworld in Sheffield, UK.

It has also embarked on a joint

venture with camera specialist

ARRI. Together they provide IMAX

cameras for filmmakers to shoot

scenes, giving a taller image and

larger aspect ratio on screen. The new

Captain America movie was partially

filmed with one of these cameras.

Global footprint The second way in which IMAX plans

to compete with the growth of on

demand streaming is to expand its

own network of screens. Although

China represents the most significant

growth market (290 theatres already

installed with a further 240 ready

and waiting), Cripps is also targeting

1 3


underexploited European countries.

There are 195 IMAX screens in

Europe, of which 155 are open and 40

signed in backlog and due to open in

12-18 months. Another five screens

will go up in France and Switzerland as

part of a new deal. Cripps explained:

“We are targeting France and

Germany in particular and looking to

build on our success in the UK, where

we have 42 IMAX screens open now.

“Russia is another excellent market

for us with 50 theatres, although

issues with the Ruble have thrown

up a few challenges. Scandinavia

is another promising region where

IMAX has two terrific theatres – one

in Copenhagen and one in Stockholm

– so we will look to build on that.”

Filmmaker forceThe film industry itself is also

an enthusiastic backer of

IMAX and the big screen.

Endorsements from directors and

studios provide crucial publicity

for cinema over on demand,

encouraging film fans to enjoy the

entire visual, audio and atmospheric

experience their productions can

provide on the big screen.

“IMAX has extremely good

relationships with filmmakers who,

ultimately, produce their movies to

be watched by people at the theatre,”

Cripps said. “JJ Abrams with Star

Wars is a great example – he promoted

IMAX and encouraged people to

see it on our screens, going round

“Consumers are paying a premium price for IMAX so it’s incredibly important that we deliver a premium experience”


1 4 J u n e 2 0 1 6

IMAX at home? Is it possible to combine the best of

IMAX technology with the comfort

of home entertainment? China and

the Middle East are currently trialling

the new IMAX home entertainment

theatre system, aimed at very

high net worth individuals.

“Again this is a very different

experience,” Cripps explained. “It

is not your plasma TV on the wall. I

went to our demo room in Shanghai

and it’s a fabulous product.”

However, IMAX’s major focus is on

strengthening its core product, the

the world and telling people IMAX

is a great place to see Star Wars.”

Old classics have also been

revived by IMAX during disrupted

scheduling periods, often caused

by major sporting events like

this summer’s European football

championships in France. Last

year it showed Forest Gump and a

special 70th anniversary showing

of The Wizard of Oz. IMAX has also

successfully digitally remastered

two episodes of Game of Thrones,

vastly improving the experience

of watching the type of content

available through the likes of Netflix.

INTERVIEW

“Consumers are paying a premium price for IMAX so it’s incredibly important that we deliver a premium experience”



1 5

Andrew Cripps Andrew Cripps was born in Sri Lanka, grew up in Japan and speaks fluent Japanese. He graduated from Georgia Tech with a degree in Industrial Management in 1981, and then received his MBA from Georgia State in 1983 in International Business. He is a member of both the British Academy of Film and Television Arts (BAFTA) and the Academy of Motion Picture Arts and Sciences.

Cripps first joined the entertainment industry in 1985 in Tokyo Japan where we was appointed Representative for Japan and Korea for Thorn EMI Screen Entertainment, a British film company, responsible for the company’s theatrical and home entertainment releases in those markets. Since then he has worked for and with many industry giants, most notably Paramount Pictures International, the new international distribution company for all Paramount, Dreamworks, Dreamworks Animation, Marvel and Nickelodeon films. He joined IMAX in 2012, becoming President of International in March 2016.

theatre experience. Cripps concluded:

“I think cinema will generally continue

to move towards premium experiences

in the future, be that IMAX, VIP luxury

seats, in-theatre dining alternatives

or high quality bars. Cinema really

needs to carry on innovating.

“Clearly the Netflix model and

other services have been bought

into enthusiastically by consumers,

but that is not a bad thing. Cinema

and home entertainment can

continue to co-exist positively, but

only if cinema offers something

you can’t get at home.”

Pivotal Labs Director Robbie Clutton discusses why outsourcing IT development offshore no longer works for businesses

The long, slow death of offshore outsourcing

1 7

TECHNOLOGY

1 8 J u n e 2 0 1 6

OUTSOURCING IT DEVELOPMENT offshore no longer works for

businesses. The argument was that

using developers in less expensive

markets would save a business a

substantial amount of money and yield

the same quality result. But the rules

of the game have changed. Why?

Agility and speed are now more

essential to a business than ever, and

teams needs to be closer to enable

the digital transformation required by

mobile oriented customers. Offshore

outsourcing simply can’t keep up.

The need for speedReid Hoffman, co-founder of

LinkedIn and Silicon Valley strategist

counts speed as his first principle.

His famous line is that ‘If you aren’t

embarrassed by the first version of

your product, you shipped too late.”

To be at the sharp edge of

innovation, to get to market first or to

steal a march on your competitors,

software needs to be developed fast.

It can be rolled out and then iterated

afterwards where necessary.

There’s also a cost benefit to pace.

By releasing fast, agile iterations

of software, the cost of change is

kept low. Rather than cumbersome,

process heavy monolithic software,

you have dynamic and nimble

apps and platforms that can

easily be changed and developed

according to market demands.

Leading enterprises are already

focusing on pace. Vodafone recently

built an intelligent maps app in three

weeks. Daimler built its Mercedes Me

app with Pivotal to focus on minimal

development cycles. Apple’s operating

systems are built fast and then updated

regularly and Amazon updates its

retail platform every 11 seconds.

Development offshore is simply

too slow for modern business

needs. The need for speed makes

a more significant business case

than the simple face value cost

savings from offshoring.

A close-knit team is now vitalDevelopers and customers that

work in different territories or even

different continents are separated

by distance, time, language and

cultural nuances. How does this

affect the quality of work?

Teams are unable to collaborate.

Effective collaboration is borne out of

the constituent parts of a team working

closely, instantly and reactively.

TECHNOLOGY

1 9

O F F S H O R E O U T S O U R C I N G

‘To be at the sharp edge of innovation, to get to market first or to steal a march on your

competitors, software needs to be developed fast’

During the 84th International Motor Show in Geneva, Mercedes-Benz launched its new “Mercedes me” service brand.

Under this new umbrella brand, the Stuttgart-based premium automotive manufacturer is bundling all existing and future service offers, making them easily accessible at any time on a digital platform

http://www.youtube.com/watch?v=aCIfCJ5Vyr0

2 0 J u n e 2 0 1 6

With distance there will be constant

handover points. As discussed by

Balanced Team, handover points,

such as those constantly required by

an offshore team, create a margin for

error and take pace out of a process.

There is also a loss of fidelity.

Practical experience enables a faster,

more accurate solution compared

to a theoretical understanding of

what the issue might be. We need

to ‘go see’ a problem in order to fix it

effectively. An offshore team is spread

across the globe, so individuals will

only ever be able to apply theory

to a problem, rather than the nous

required for a fast solution.

Another problem is there can

be suffocation through control. A

distributed team often comes with a

‘command and control’ environment.

I can’t see you, so I need to tell you

exactly what to do. An efficient,

motivated, creative team responds

to broader goals and objectives, not

a rigid, micro-managed framework.

This is partly due to motivation. Dan

Pink claims that motivation is driven by

autonomy, which is almost non-existent

in highly controlled situations - like

those regularly found in offshore work.

Communication lines can also be

disrupted in offshore outsourcing.

With his ‘two pizza’ theory, Jeff

Bezos claims teams should not be

bigger than a number which could

be fed by two pizzas. This helps

to stay decentralised, move fast,

and encourage high autonomy and

innovation. Offshore teams are typically

big - developers, managers and

individuals onshore - there are so many

communication lines that the pace and

accuracy of work can be affected.

Finally, it’s vital for a development

team to be where the customer is.

How can you build something that

meets a user need when you know

nothing about them? It’s a position

backed up by Eric Ries’ Lean startup

approach. He talks about “getting out

‘To create software that can be built fast, adapted quickly to the market, and iterated at low cost, software has to be built onshore, close to the business, close to the customer’

TECHNOLOGY

2 1

O F F S H O R E O U T S O U R C I N G

of the building” to conduct research.

If you are offshore, you’d have to get

out of the building and hop on a flight

to see who your customers are.

Offshore is archaicThese factors show that agility and

speed, and the need for a close-knit

team are so vital in modern software

development, that a one-dimensional

focus on cost saving is now archaic. In

fact, it could be argued that a team of

50 onshore developers could create a

faster, better and ultimately, cheaper

output than a team of 200 offshore.

What is the solution?To create software that can be built

fast, adapted quickly to the market,

and iterated at low cost, software

has to be built onshore, close to the

business, close to the customer.

This ties in with the broader point

that the business case for making

development a core competency

within an organisation is stronger than

ever. Consumers and customers now

expect a digital experience from all

the businesses they interact with, and

it means that management teams

can no longer afford to have software

development out of sight, and done

on the cheap. It needs to be at the

heart of the business’ strategy.

Offshore outsourcing has ceased

to become the smart option for

businesses, and those who bring

development close and put digital

at the heart of their business

strategy will reap the rewards.

TOP seven businesses on twitter

Written by: Tom Wadlow

Twitter can be the stuff of nightmares for PR departments of large companies, but get it right and your reputation can soar. Here is a selection of the best corporate tweeters

TOP SEVEN

http://business.twitter.com/

Read the guide to using Twitter as a business tool

2 3

http://business.twitter.com/

2 4 J u n e 2 0 1 6

7 EasyJet / 363k Twitter: @EasyJet

One of Europe’s largest airlines, easyJet’s twitter is brimming with updates, promotions and consumer advice for its 363,000 followers. The main account has tweeted more than 191,000 times while frequently retweeting customer images and providing important promotion to charitable organisations such as UNICEF. EasyJet is also responsive to customer queries, helping them to submit claims and even navigate particular European airports. It also holds #FlashSale competitions, pulling more Twitter users to interact with its brand.

2 4 J u n e 2 0 1 6

TOP SEVEN

http://twitter.com/easyJet

T O P 7 B E S T B U S I N E S S O N T W I T T E R

2 5

06 ITV / 1.8m Twitter: @ITV

Home of iconic drama and hugely popular entertainment and talent shows, ITV interacts with some 1.8 million Twitter followers. Teasing potential TV viewers with GIFs and snippets of upcoming programmes, the media company is also keen to share the public’s enjoyment of its shows. The feed becomes particularly lively during X Factor and Britain’s Got Talent, showing highlights of the best and worst of the auditions and live performances.

T O P B U S I N E S S E S O N T W I T T E R

http://twitter.com/ITV

2 6 J u n e 2 0 1 6

05 Barclays / 170k Twitter: @Barclays

Barclay’s corporate news Twitter account serves a following of 170,000 with its customer enquires feed (@BarclaysUKHelp) on hand 24 hours a day to provide assistance and support without compromising personal banking details. The company makes clever use of multiple accounts to reach as many followers as possible, retweeting and interacting through sharing news of activities in local branches and nationwide developments such as the move to Apple Pay.

2 6 J u n e 2 0 1 6

TOP SEVEN

http://twitter.com/Barclays


2 7

04 facebook / 1.4m Twitter: @facebook

Facebook does Twitter, and rather well too. Boasting more than 14 million followers, its feed is full of fun graphics and leads into content on its own social media platform. However, it does not purely promote Facebook via Twitter. It is also very responsive to customer enquiries and maintains a human feel by documenting the activities and whereabouts of owner Mark Zuckerberg, simply referring to him as Mark.


http://twitter.com/facebook

2 8 J u n e 2 0 1 6

03 National Grid UK / 19k Twitter: @nationalgriduk

In a Harvard Business School study of 50 of the best and worst corporate tweeters carried out last year, the National Grid ranked as the 16th best overall. It’s 19,000 followers can expect to find updates on gas and electricity problems on the network as well as news on careers and company developments. It serves as a pat on the back for staff, praising the hard work of its employees and promoting the work they do for the community.

2 8 J u n e 2 0 1 6

TOP SEVEN

http://twitter.com/nationalgridUK


2 9

02 Next / 218k Twitter: @nextofficial

The @nextofficial Twitter account has tweeted almost 100,000 times since joining in 2009, accumulating 218,000 followers along the way. As well as the obvious creative promotional activity, Next is keen to publicise the stories behind its latest lines of fashion by creating and tweeting content about the models in their advertising campaigns. It also, like many other successful businesses on Twitter, introduces humour in a way that doesn’t threaten to cross the line, the downfall of so many brands whose jokes backfire.


http://twitter.com/nextofficial

3 0 J u n e 2 0 1 6

01 Direct Line / 9.4k Twitter: @DirectLine_UK

Despite a comparatively modest following of 9,400 tweeters, Direct Line was named by Harvard Business School as the best corporate tweeter in its 2015 study of 300 of the largest FTSE, NASDAQ and NYSE companies.

To Harvard, “social media isn’t merely a place for people to chat with each other and for brands to talk at their customers. For a new generation of consumers who get their news and form their views about the world primarily on social media, it is an essential proving ground”. Empathy is another key emotion or trait which successful corporate Twitter accounts master, and this includes a gender neutral or even slightly female tone to tweets. Direct Line’s twitter feed certainly pulls this off with a degree of charm, wit and feeling of genuine concern towards those it interacts with. Whether it’s advice on dealing with hayfever or simply announcing that they are there to help, the company’s social media team is certainly doing an effective job.

TOP SEVEN

http://twitter.com/DirectLine_UK


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Digitalby designWritten by John O’HanlonProduced by George Tweed

3 4 J u n e 2 0 1 6

CLOSE BROTHERS PREMIUM F INANCE

Chris Loake CIO Almost two million people and businesses across the UK and Ireland have a relationship with

Close Brothers Premium Finance. The core aim of the company is to help individuals and businesses spread the cost of their insurance by providing a finance solution that enables the customer to pay over a number of monthly instalments. More than half of all people who buy motor insurance, for example, expect to set up a direct debit to pay the cost over ten or twelve months. In some cases the insurer themselves is able to offer monthly repayment terms but more often than not it falls to the broker to either collect the premium in full from the customer or provide some form of financed repayment

Close Brothers Premium Finance, the company that ‘helps makes insurance more af fordable’, is on a digital journey that wil l deliver cost benefits to the business and enhanced services to insurance providers and their customers

F I N - T E C H

www.c losebrotherspf .com 3 5

facility. Most brokers don’t have the resources to offer that those facilities themselves so they look to companies like Close Brothers to provide it for their customers. Close Brothers Premium Finance has been providing this service for 35 years and is today a trusted partner to more than 2,000 insurance brokers. As you’d expect, most of its business is now conducted electronically with a fair degree of automation, to the extent that it could be described as a digital business. “But it has become a digital business by evolution rather than by design,” says CIO Chris Loake. Much upgrading had already taken place before Loake joined the company in 2014 from Experian where he had worked for 11 years, for example the process of consolidating the group’s data centres into a central location was well under way. However the digital channels were

Chris joined Close Brothers Premium Finance as Chief Information Officer in 2014 having spent the previous 11 years at Experian, with most recent roles being Vice President for Software Development, EMEA, and Head of Solution Development, UK. Chris is a member of the Bank IT leadership team and is responsible for the Premium Finance IT strategy and execution, as well as the day to day maintenance and support of the systems. Chris is a keen athlete, having previously been in the British Rowing team; he now spends his free time training and competing in bicycle races around London.

http://www.closebrotherspf.com

IT TAKES A DIGITAL ENTERPRISE TO MAKE AN ENTERPRISE DIGITAL

At Cognizant, we’ve invested in the end-to-end capabilities needed to help organisations not just do digital, but be digital. We partner with our clients across industries to unlock new value through the power of digital technologies and help them evolve into more competitive, progressive versions of themselves.

KEEP CHALLENGINGTM

Digital is driving a once-in-a-generation shift in how we live, work and play. It’s this shift that makes it possible—and necessary—for businesses to radically reshape how they interact and transact with customers and partners, seamlessly connecting the physical with the virtual. Companies that successfully navigate this shift are reimagining and reinventing their businesses, dramatically altering the ways in which they serve their markets. Close Brothers Premium Finance is embracing this shift and transforming its business for the digital era and Cognizant is proud to be supporting them on this journey.

In this changing environment, financial services organisations must make the leap from doing digital to being digital. Cognizant is enabling this shift by helping our clients to simultaneously boost operational efficiency and enhance their overall effectiveness with next-generation IT services, build platform solutions and implement digital models that unleash new market potential and deliver higher levels of performance.

HELPING CLOSE BROTHERS NAVIGATE THE SHIFT TO THE DIGITAL ERA

Next-Generation IT It is now a strategic imperative for financial services organisations to satisfy a dual mandate – to be more efficient at the same time as embracing innovative ways of doing business. Next-generation technology infrastructures allow organisations to achieve operational efficiency by embracing automation, converting core IT activities into managed services and modernising their legacy systems to become effective digital businesses.

Platform-Based Solutions Increasingly, we are seeing platform-based solutions being adopted to accelerate the shift to digital. Platform solutions offer variable cost structures and speed time-to-value by enabling businesses to quickly achieve better performance and competitive advantage.

Delivering digital In financial services, responding to the digital shift requires organisations to develop new multi-generational business models, new products and services and new ways to engage their customers. This requires a fresh mindset and new approaches to rapidly architect, build, pilot and scale digital initiatives that can transform customer propositions and accelerate performance.

Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the world’s leading companies build stronger businesses.

Visit www.cognizant.com to learn more.

Winning in this new landscape means working with the right technology partner that understands this new and emerging market. We are delighted that Close Brothers Premium Finance has selected Cognizant as one of its partners on their digital journey.

Cognizant is proud to support Close Brothers on their digital transformation journey.

GLOBAL BUSINESS &TECHNOLOGY SERVICES

http://www.cognizant.com

3 8 J u n e 2 0 1 6



F I N - T E C H

not sufficiently scalable or stable to meet the needs of the business going forward. When Loake arrived this was already understood by the business leadership, and a technology update was being discussed; a process he quickly pointed out would be expensive and ultimately ineffective unless it was carried out as part of a root and branch business transformation. “We needed to re-architect the business into a truly digital entity. We stand or fall by our relationship with the brokers – and ultimately their clients – and that relationship is delivered through our servers and our technology.”

Who is our customer?The first task was to map the current technology estate. Like the curate’s egg, some of its parts were excellent

but had not been utilised properly. Other parts

had fundamental problems. However this mapping had to be done in conjunction with understanding what it was

supposed to do. “We are

an intermediated business,” Loake explains.

“99 percent of our business is sold through insurance brokers. But we had an identity crisis: who are we?” In the insurance sales process the end customer generally has only a limited understanding as to who


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To learn more visit ibm.com/integration

2.5quintillion bytes of data created daily

$534billion in mobile

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EXPOSE, EXPAND, ENGAGEEasily manage APIs to drive INNOVATION

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THE COST

DISCONNECT BETWEEN CLOUD AND ON-PREMISE SYSTEMS

Digital TransformationHybrid Integration drives your

Complex business environments demand more endpoints, new data sources and evolving integration requirements.

http://ibm.com/intergration

INNOVATION

WITHOUT SACRIFICING EXISTING IT INVESTMENTS

Hybrid integration allows you to connect your IT environments

CONNECT, ACCESS, COLLABORATESimplified, connected and secure MESSAGING where you need it

LEVERAGE, SIMPLIFY, DEPLOYA flexible, fast, scalable and secure FOUNDATION

FOURPILLARS

To learn more visit ibm.com/integration

2.5quintillion bytes of data created daily

$534billion in mobile

transactions

THE NEW REALITY

85%of enterprises use

cloud services

EXPOSE, EXPAND, ENGAGEEasily manage APIs to drive INNOVATION

CONTROL, COMPLY, TRANSACT24x7x365 SECURITY around every transaction

THE COST

DISCONNECT BETWEEN CLOUD AND ON-PREMISE SYSTEMS

Digital TransformationHybrid Integration drives your

Complex business environments demand more endpoints, new data sources and evolving integration requirements.

From chaos to cloudJump start your digital transformation with world-class integration

Unleash your legacy applications and accelerate your digital transformation with world-class integration. Cloud-based systems are integrated with existing apps quickly and securely to delight your business users.

As an IBM Premier Partner and 2016 Beacon Laureate Winner, our unrivalled expertise, assets and accelerators allow us to take the risk out of digital transformations for businesses of all shapes and sizes.

We will deliver your programmes cost effectively through our technically certified teams in the UK and offshore.

We’re pleased to play our part by providing the foundation of a versatile integration platform to support Close Brothers’ digital transformation. If this sounds like something your business needs, get in touch today and together we can begin your digital journey.

Prolifics Inc, 1 Fore Street, London EC2Y 5EJ.

“ Prolifics’ expertise and delivery track record for software on IBM Hybrid Cloud, were the key differentiators that secured their selection as our partner for this core building block of our digital transformation.”

Chris Loake Chief Information Officer Close Brothers Premium Finance

0207 100 8666www.prolifics.com

DevOps

Hybrid Cloud

Email: [email protected]

http://ibm.com/intergration

http://www.prolifics.com

Founded in 1995, Birlasoft is a Global IT Services provider and part of 150 year old, multi-billion dollar CK Birla Group. Birlasoft deploys a host of innovative solutions and service architectures across the globe in Banking, Financial, Insurance Services and Manufacturing industries.

Our core values lie in being a dependable service provider, with years of experience in managing mission critical systems for our esteemed customers. We achieve our mutual goals by engaging and integrating human capital across our people, customers and partners. Our expertise makes us unique as we challenge the status quo and strive for excellence.

Birlasoft (UK) Ltd.53-54 Grosvenor Street, London, W1K 3HUwww.birlasoft.com | [email protected]: + 44-207-319 5700 | Fax: +44-208-711 5103

Birlasoft, one of the Global Leaders in IT service delivery, is proud to be associated with Close Brothers for last three years in its journey to become a leading Modern Merchant Bank. Birlasoft is a strategic partner of Close Brothers and supports its mission critical core banking application and Management Information System which puts it in a unique position to create value for next generation business transformations.

Birlasoft has successfully implemented:

A Fraud Detection Solution which has saved Close Brothers a million pounds since inception. It has been awarded ‘Best vertical solution of year 2014’ by IT Europa - European IT and Software Excellence Award.

Close Brothers Premium Finance IT team has successfully delivered a very large Customer Service Program (CSP) by transforming the Banking Application for which Birlasoft was the partner of choice.

“Birlasoft have had a strong delivery track record for Close Brothers; what separates them from other vendors I’ve worked with is the level of partnership and flexibility the y consistently display”

Chris Loake, CIO – Close Brothers Premium Finance

Making societiesmore productiveby helping ourcustomers run theirbusinesses.

http://www.birlasoft.com


F I N - T E C H

Close Brothers Premium Finance is. Even though Close Brothers Premium Finance works closely with brokers to make sure the customer is provided with all the information needed to make them aware that they are entering an agreement with a third party lender it’s the very nature of the insurance purchase model that the customer often just sees their broker as the provider of the end to end service. Whilst they will receive Close Brothers branded documentation, if they have queries, want to change their bank account or requested payment date, or settle miss payments, they will have to deal someone they don’t immediately recognise, having

perhaps bought a supermarket branded insurance policy, managed by a broker, from a price comparison website in the first instance.

Insurance is not the core business of a retailer, so it uses a broker to

configure its product and in turn the broker uses an insurer

or insurers to provide the risk transfer facility and a provider such as Close Brothers Premium Finance as its finance provider

to pay the insurer’s premium and arrange

monthly collection from the customer “All the customer

wants is insurance and to be able to pay for it monthly. In some parts of our market segmentation we are asked to be as invisible as possible so that the insurance distribution

1980The year Close

Brothers Premium Finance was founded

Founded in 1995, Birlasoft is a Global IT Services provider and part of 150 year old, multi-billion dollar CK Birla Group. Birlasoft deploys a host of innovative solutions and service architectures across the globe in Banking, Financial, Insurance Services and Manufacturing industries.

Our core values lie in being a dependable service provider, with years of experience in managing mission critical systems for our esteemed customers. We achieve our mutual goals by engaging and integrating human capital across our people, customers and partners. Our expertise makes us unique as we challenge the status quo and strive for excellence.

Birlasoft (UK) Ltd.53-54 Grosvenor Street, London, W1K 3HUwww.birlasoft.com | [email protected]: + 44-207-319 5700 | Fax: +44-208-711 5103

Birlasoft, one of the Global Leaders in IT service delivery, is proud to be associated with Close Brothers for last three years in its journey to become a leading Modern Merchant Bank. Birlasoft is a strategic partner of Close Brothers and supports its mission critical core banking application and Management Information System which puts it in a unique position to create value for next generation business transformations.

Birlasoft has successfully implemented:

A Fraud Detection Solution which has saved Close Brothers a million pounds since inception. It has been awarded ‘Best vertical solution of year 2014’ by IT Europa - European IT and Software Excellence Award.

Close Brothers Premium Finance IT team has successfully delivered a very large Customer Service Program (CSP) by transforming the Banking Application for which Birlasoft was the partner of choice.

“Birlasoft have had a strong delivery track record for Close Brothers; what separates them from other vendors I’ve worked with is the level of partnership and flexibility the y consistently display”

Chris Loake, CIO – Close Brothers Premium Finance

Making societiesmore productiveby helping ourcustomers run theirbusinesses.

http://www.birlasoft.com



brand can provide a seamless experience!” This is an approach is known as ‘white labelling’ and is very common in the personal lines insurance market. At the other end of the scale, Close Brothers Premium Finance provides finance for much larger commercial insurance premiums for large companies. One construction company customer, for example, has over £23 million worth of annual insurance policy premiums to cover its insurable risks. “In that case it’s unlikely that we can be or would be expected to be invisible in the background or white labelled” he says. “We want to be sure we understand the customer’s business and that they understand what we are doing for them. In that market segment it is a completely different offering. We need our business and

our technology to be structured to support these different market segments.”

Having mapped the customer journey in each of the different segments, it was possible to plan the digital journey to deliver the ideal experience to them. “There are two options”, Loake says, “You could decide to build a new business alongside the old one, with new systems and ways of operating, and flip over to that when it is ready. However I think that is an approach that is set up for failure. It’s not much use saying that we will give you a splendid service in three years’ time – they want to know how we can help them now!”

Partners in progressAn incremental approach gets over

4 4 J u n e 2 0 1 6

“We needed to re-architect the business into a truly digital entity”


PARTNERINGEXCLUSIVELYWITH CLOSEBROTHERSTHROUGHOUTTHEIR CHANGEPROGRAMME.

Lawrence Harvey impressed me with their delivery record and professionalism from the start. It was an easy choice to select them as the sole contract recruitment partner for our transformation programme.

Chris Loake, Chief Information Officer, Close Brothers

ERP DATA CRM SECURITY CLOUD

Recruitment specialists within:

www.lawrenceharvey.com 0203 327 3071

“

“

http://www.lawrenceharvey.com

uk.atos.net/insurance

6 New Financial Organisations opened their doors in 2015

Two of them will be doing business exclusively online. And there will be more to come1.

If your business and IT model aren’t right, you may not get a look in. In fact, you may not be there to get a look in. Close Brothers Premium Finance understands that Digital Transformation is the key to enhancing its current business. In this time of unprecedented change for the financial services sector, maintaining the status quo is not an option.

Discover how technology can be used today for a better tomorrow at uk.atos.net/insurance

Trusted partner for your Digital Journey

atos.net

1 http://bit.ly/1zTUi6Q

Atos, the Atos logo, Atos Consulting, Atos Worldgrid, Worldline, BlueKiwi, Bull, Canopy the Open Cloud Company, Yunano, Zero Email, Zero Email Certified and The Zero Email Company are registered trademarks of the Atos group. May 2016 © 2016 Atos

http://uk.atos.net/insurance


F I N - T E C H

that problem, and is much more adaptable to changing markets. So it was decided to start with the all-important contact centre which was using traditional channels to communicate with customers such as telephones and e-mail. To support the evolving customer experience management requirements of our business partners and support a wider set of channels – so that a

customer could be provided with a more joined up experience across all of the brands they form relationships with through the insurance buying cycle something more sophisticated was needed.

The decision on a new platform brought in the people expected to actually use it. Employees were taken off the phones for a few days to experience the different packages that were being considered and visiting other companies’ contact centres. The system that was eventually chosen was the one they liked best. A Cisco communications management solution is being implemented by contact centre specialist and Cisco Gold Partner Natilik that is introducing all the tools needed, including webchat, for a seamless customer interface. The Close Brothers Premium Finance

Alex Marsh COO

uk.atos.net/insurance

6 New Financial Organisations opened their doors in 2015

Two of them will be doing business exclusively online. And there will be more to come1.

If your business and IT model aren’t right, you may not get a look in. In fact, you may not be there to get a look in. Close Brothers Premium Finance understands that Digital Transformation is the key to enhancing its current business. In this time of unprecedented change for the financial services sector, maintaining the status quo is not an option.

Discover how technology can be used today for a better tomorrow at uk.atos.net/insurance

Trusted partner for your Digital Journey

atos.net

1 http://bit.ly/1zTUi6Q

Atos, the Atos logo, Atos Consulting, Atos Worldgrid, Worldline, BlueKiwi, Bull, Canopy the Open Cloud Company, Yunano, Zero Email, Zero Email Certified and The Zero Email Company are registered trademarks of the Atos group. May 2016 © 2016 Atos

http://uk.atos.net/insurance


“We want to keep our annual growth rate at a steady and sustainable rate and drive our NPS above +50. Those are our two objective headlines for the programme”


customer services team was named as one of the top ten teams in the UK at last year’s National Contact Centre Awards, with further honours at the London & South East Contact Centre Forum Awards and the team are expecting further success in this years’ awards. The contact centre is already well on the way to being recognised as ‘world class’ and the delivery of the new technology solution later this year is expected to take them onto the next level. The other side of this coin is the online customer interface, or ‘gateway’ which provides customers with the capability to self-serve at key

stages of the journey with Close Brothers, such as credit agreement signature and simple account changes. “This was really not working as we wanted it to before we did the end to end customer mapping I spoke about. Now, instead of having an

unexpected e-mail from a company that they don’t recognise and

may go into their spam filter, they will have an e-mail identified as coming from their

Sharon Bishop CEO


DocuSign is changing how business gets done by empowering anyone to transact anytime, anywhere, on any device with trust and confidence. DocuSign enables organisations of every size, industry and geography to make every decision, approval, workflow and signature fully digital. DocuSign and Go to keep life and business moving forward.

www.docusign.co.uk

and Godocusign

http://www.docusign.co.uk

REDEFINETHE

CUSTOMER EXPERIENCE

HELPING OUR CLIENTS TO RUN THE UK’S BEST

CONTACT CENTRES.

NEW YORK LONDON SYDNEY

www.natilik.com

OMNI CHANNELEXPERIENCE

INTELLIGENTCALL ROUTING

CHAT

VIDEOKIOSKS

SOCIAL MEDIA

EMAIL

ANALYTICS

SELF SERVICE

AGENT DESKTOP

WFO

CREATING A CONSISTENT AND SECURE CUSTOMER EXPERIENCE

ACROSS ALL CHANNELS

“In some parts of our market segmentation we are asked to be as invisible as possible!”


5 2 J u n e 2 0 1 6

http://www.natilik.com

www.c losebrotherspf .com 5 3 www.c losebrotherspf .com 5 3

F I N - T E C H

insurance provider, reintroducing us as the provider of the financed instalment facility A link will take them to our secure customer interface, and through that they will be able to sign their documentation and complete the insurance finance application process.” The online completion service is expected to save up to 80 percent on the cost associated

with sending documentation by post and administrating it on it’s return, while speeding up the process of completion of finance arrangement which benefits both the customer and the insurance provider and is already being widely acclaimed in trials by the brokers. As Sue Kitson, Best Business Practice Manager at the leading insurance broker Griffiths & Armour has commented: “We have been trialling the new online document signature service with great results. Submitting documentation online and having the customer review, sign and submit direct to Close Brothers Premium Finance has saved us time and money, and the industry needs more such services. The system is quick and easy to use and it’s freed up our staff to spend more time with our customers.”

Paul Trail Director Of Sales“In some parts of our market segmentation we are asked to be as invisible as possible!”



Two companies were brought in to deliver the enhanced customer gateway, the content management specialist Liferay, and DocuSign for electronic signature technology that facilitates electronic exchange of contracts and signed documents. “At present”, Loake says, “the percentage of customers who sign online is probably in single digits. Though there will always be customers who prefer pen and ink, the target is to drive that up to around 90 percent.”

Objective headlinesAs well as delivering better customer

experiences and increasing satisfaction scores, which have always been high (Close Brothers Premium Finance was a finalist at this year’s Customer Satisfaction Awards organised by the Institute of Customer Service), the digital transformation will deliver significant cost savings. Making the organisation leaner through technology will improve productivity, and make it possible for the company to extend its service into areas in which it couldn’t previously operate. This will enable Close Brothers Premium Finance to cover more of the different types of insurance offered by the brokers and

5 4 J u n e 2 0 1 6

“It’s not much use saying that we will give you a splendid service in three years’ time – they want to know how we can help them now!”


potentially look into associated markets where we can provide financing solutions. It will also allow the company to make better use of synergies within the Close Brothers Group. “We are part of a Bank with a full suite of offerings not all of which we currently offer to our brokers. One large broker recently told me that if we could take on his invoicing, debt management, and single payment processes he could realise real productivity benefits in terms of administration and concentrate his staff’s efforts on the

core business of identifying and providing insurance solutions. We are fulfilling perhaps 60 percent of the brokers’ needs at the moment and need to ask how we can improve on that, but currently we have to scale value with headcount. That


5 6 J u n e 2 0 1 6


is not sustainable but technology can make it happen.”

It’s fortunate that Loake (a keen cyclist who was once a member of the UK National Rowing Team) has plenty of energy because his 2016 workload would tax anyone. The contact centre will be fully deployed around October, he says, and at the same time the enhanced customer gateway will be substantially ready, with an early release in the summer. But his big thing, as the foundation to his Digital Transformation strategy is the current deployment of an IBM Integration Suite, to explain which he resorts an analogy. “We have a rather inflexible architecture at the moment with multiple point to point connections between individual software components. Unravelling that, peeling back the layers of the onion to get to the heart of it, is a challenge! The Integration Suite delivered by Prolifics who are an IBM

Premier Partner and specialists in IBM software implementations, will allow us to integrate the new contact centre without attaching it directly to the old system. The same with the new customer gateway. Instead of talking to one another direct they will communicate through the Integration Suite. It makes the components work like Velcro – when attached they are tightly integrated but when you want to remove one it comes off cleanly and you can stick a new one on!”

The digital transformation is a huge project for a company the size of Close Brothers Premium Finance, and represents a major investment by

Based in London, UK

Based in London, UK

5 8 J u n e 2 0 1 65 8 J u n e 2 0 1 6

http://www.youtube.com/watch?v=-NwoaijJkug

http://www.youtube.com/watch?v=-NwoaijJkug


Close Brothers Group, its merchant banking parent company. Working with trusted and expert partners is, as we have seen, an effective way to manage that change but with multiple projects running simultaneously and with multiple vendors, sometimes more holistic programme support is needed, which is why Atos was selected as the delivery partner, and Cognizant as the test partner, for the overall programme. In terms of the selection of Atos, Loake comments that “the company that is trusted to deliver IT for the Olympics every four years can be confidently be relied on to get it right first time. “There’s no way we could hire the number of senior people we’d need to scale up and deliver this programme ourselves. Anyway, what would we do with them afterwards? We don’t need

that many permanent people. We have an established business change team looking at the implications the project will have for our employees and our partners. A whole level of thought leadership is being provided by those business change teams and the technology guys in-house who are working with the Atos teams to navigate through this journey.”

For a service organisation like Close Brothers Premium Finance how it is perceived in the market is vital. Currently it has a net promoter score (NPS) of +35 for customers and +45 for brokers. “These are phenomenal numbers,” concludes Loake, “but we aspire to get them both over +50. We want to enable future sustainable growth and drive our NPS above +50: those are our two objective headlines for the programme.”


Innovation in print Written by Nye LongmanProduced by Danielle Harris

OCÉ

6 2 J u n e 2 0 1 6

T E C H N O L O G Y

www.oce .com 6 3

Océ was acquired by Canon in 2010 when it became clear that the

company’s model of servicing, supplying, and manufacturing document management and printer technologies was set for long term success. Following a number of strategic executive appointments, the company has embarked on a large scale transformation focusing on innovation and driving maximum value from its manufacturing and supply chain processes.

Having maintained a culture of innovation since its foundation in 1877, when founder Lodewijk van der Grinten developed a new colouring agent for margarine,

the company is not only keen to utilise the latest technology in its printing products, but across the entirety of its operations.

“The focus has been on consolidating IT and on becoming a truly global company,” says Océ SVP CIO Martin Lohmeier. “The company’s focus is on being very innovative and that requires us to have our global operations working seamlessly together, both in terms of R&D as well across our supply chain and manufacturing operations. Our IT landscape is the result of a number of acquisitions we have made over the years and we are now bringing this all together.”

Having merged with Canon in 2010, Océ is transforming its manufacturing and supply chain operations in order to meet the changing demands of a global consumer base

http://www.oce.com

Today, we have standardized our entire enterprise storage on NetApp. We also use SnapLock and SnapManager to run our enterprise backup and archivingoperations and we couldn’t be happier! ”

MARTIN LOHMEIERSVP / Chief Information Officer, Océ-Technologies B.V.

“

Leading organizations worldwide count on NetApp for software, systems and services to manage and store their data. As a continuous innovator in networked storage systems, storage and data management, and scale-out technolo-gies, NetApp is dedicated to simplifying the complex world of enterprise data management. NetApp helps IT organiza-tions reduce cost and complexity, lower risk while increasing control, and adapt quickly in response to change.

Océ and NetApp share a long history of close cooperation to plan, build and run sophisticated data management and protection solutions based on NetApp technology for core IT services. These solutions ensure maximum uptime and performance for SAP applications, Oracle databases, VMware and file services.

Most recent joint activities focus on modernizing Océ’s data management infrastructure with NetApp’s scale-out Clustered Data ONTAP storage solutions and a more comprehensive data protec-tion strategy. Implementations will not only be in major data center locations, but also in Océ’s international business units.

Ahead with forward-looking strategies

Océ counts on NetApp to consolidate data center locations and infrastructure to improve efficiency and save costs. As a key IT infrastructure supplier to Océ, NetApp also enables the Océ IT department to create a state-of-the- art cloud services portfolio with highly automated application and infrastruc-ture services. Taking advantage of the economics of external cloud services,

Océ chose NetApp data management and protection solutions. Océ is now able to move data seamlessly between internal and external cloud environments when required, thanks to the unique inherent characteristics of the Clustered Data ONTAP storage platform.

In the long term, Océ trusts NetApp to be one of the key infrastructure solution providers to facilitate Industry 4.0 initiatives like predictive maintenance scenarios as well as comprehensive data analytics capabilities to better serve their customers.

http://www.netapp.com/de/

6 6 J u n e 2 0 1 6

OCÉ

Founded in Yokohama, Japan, in 1976, Zuken has been an innovation leader for the last 40 years, providing leading software solutions to optimize the product development process from design to manufacturing. Our solutions cover Electronic Design Automation (EDA), Wire Harness and Mechatronics Design, and Engineering Data Management.

Industries: Electronics and High-Tech, Automotive, Aerospace and Defense, Industrial Machinery

Zuken GmbH (European HQ)

Am Soeldnermoos 17, Hallbergmoos, 85399, Germany

Tel: +49 (0) 89 7104059-00 | Fax: +49 (0) 89 7104059-01 [email protected] | www.zuken.com

‘Alongside the countless efficiencies embedded in its products and services, Océ implements a range

of sustainability initiatives across its operations’

http://www.zuken.com

T E C H N O L O G Y

www.oce .com 6 7

Operations “We make large printers,” he explains. “We service them and we provide business services on behalf of our customers.” Océ’s remit therefore covers a range of innovative, patented printing technologies, application support and services which enable businesses to compete while delivering value.

Océ’s footprint comprises 3,600 employees spread across eight locations in America, Europe and Asia. The company’s printing technologies cover large format, continuous feed, cutsheet and sheetfed printing, all of which are backed up by Océ’s dedicated business services, with the added option to utilise its tried and tested workflow software solutions.

Much like its parent company Canon, a great deal of Océ’s

success can be attributed to its intellectual property. “Our markets are undergoing rapid digitalisation, and our mission is to lead our industry by bringing meaningful innovations to our customers faster than any competitor does. To this end, we have invested in state-of-the-art tools for product design and modeling, thereby allowing us to not only design specific components much faster, but also to truly leverage the potential of our R&D organisation working in virtual teams across the globe.” says Lohmeier.

Operating increasingly on a build-to-order model, the importance of harmonising the company’s manufacturing, procurement and greater supply chain cannot be overstated. In line with its innovative ethos, the company is consolidating a variety of systems

http://www.oce.com

6 8 J u n e 2 0 1 6

OCÉ

Number of employees at OCÉ

3,600

T E C H N O L O G Y

www.oce .com 6 9

into a single, global ERP. While individual processes have

been operating efficiently at a local level, the challenge for Lohmeier and his teams came when the global scale was applied, since many

were not designed to work in tandem. He explains:

“We want to use our industrial assets in such a way that we can really optimise our capacity utilisation and

move from local manufacturing to

global so that we can serve the world faster. A lot

of the products we are making are built to order, so we need to have a fast response in our supply chain and full utilisation of our industrial footprint.”

“We apply lean principles,” he adds. “We have access to the

world leaders in lean manufacturing that are on the Canon payroll in Tokyo, but we also have access to expertise from Japanese car manufacturers who have helped us set up our lean manufacturing. We are pretty much world class when it comes to lean manufacturing.”

Sustainable growthAlongside the countless efficiencies embedded in its products and services, Océ implements a range of sustainability initiatives across its operations. These activities are all reinforced by Canon Group’s central philosophy to grow while contributing to the prosperity and happiness of all, which also covers a range of talent retention and development strategies.

Lohmeier explains: “Making sure our manufacturing processes are efficient is obviously

Number of employees at OCÉ

3,600

http://www.oce.com

7 0 J u n e 2 0 1 6

OCÉ

important for sustainability but also the composition of the inks themselves. We also make sure that we have printer solutions that minimise paper consumption.”

Océ has saved as much as 20 percent of its energy costs in its centralised data centre in Munich by replacing electrical cooling with a bespoke ground water cooling system, and has also utilised the experience of a strategic partner at the facility. Lohmeier says: “NetApp is one of our partners that we use for storage. As you can imagine when you centralise, you have substantial economic scale - NetApp has some nifty technology that helps us to be energy friendly in our storage operations.”

The company’s approach to

training and education is similarly multi-faceted. Both employees and affiliated sales people have access to international training centres, 3D guides and online classrooms, as well as a growing number of customer experience centres.

Fully aware that competition for intelligent and innovative

engineering graduates is tough, Océ is confident that its roles can deliver fulfilling career paths, with limitless opportunities to

develop. “We give employees a great

degree of freedom so that they can spend their time on

what they think is good for them and us,” he says. The company also retains a great deal of patents and intellectual property, which gives a further incentive for those looking to truly innovate within the business.

Océ has grown to the point that

OCÉ’s annual revenue€ 2 billion

www.oce .com 7 1

E N E R G Y

http://www.oce.com

7 2 J u n e 2 0 1 6

OCÉ

www.oce .com 7 3

T E C H N O L O G Y

it is central to Canon’s move into the B2B space. The expertise that the printing company has accrued, both in terms of lean manufacturing and operational efficiency, has been vast. Océ is therefore making a substantial effort to expand on its legacy of innovation, while keeping its eyes fixed firmly on the future. The Internet of Things will continue to disrupt every aspect of the modern business, and many will discover that knowing how to deliver value will be mission-critical. Given that this is part of Océ’s DNA, the foresight to develop its manufacturing and supply chain operations will prove to be both profitable and influential for years to come.

Lohmeier adds: “We compete on the total cost of ownership of our solutions - that’s a different ball game than just competing on the actual sales price of the printer we eventually sell to the customer. So innovation to us really is of the essence and that is basically transparent for everything we do.”

http://www.facebook.com/OceCareers

http://www.linkedin.com/company/oce

http://www.oce.com

Beyond digitising the directoryWritten by: Tom Wadlow Produced by: Danielle Harris

The goldenpages.be

360° marketing booklet

Founded

1966

7 6 J u n e 2 0 1 6

T E C H N O L O G Y

in fo .go ldenpages .be 7 7

Few would have predicted 20 years ago that a printed Yellow Pages

would ever be consigned to the scrap heap of history.

Fast forward to today via the advent of Google search, superfast (mobile) internet and multichannel customer engagement, and the paper business directory could conceivably be entering its last days as a means of mass marketing.

Enter Truvo, proprietor of Belgium’s Yellow Pages equivalent, goldenpages.be. Having relied on print for 70 percent of revenues in 2008, the company has fully embraced digitisation and is now driving forward its digital transformation plan to provide all SMEs with a multichannel

marketing platform, also including partnerships with Google, Facebook and Yext. Such has been the sea change in the business, its digital offering now accounts for 80 percent of income.

A central part of the digital transformation has been conducted by Truvo’s now centralised IT team, headed up by Chief Information Officer Allan Farrell, who joined with 16 years’ experience from Dell with a clear mission in mind.

“When I joined in 2010 Truvo was an international business with no central IT team or structure,” he explains. “The group owned companies in Ireland, Belgium and Portugal and had partial interest in South Africa. The landscape at the time was very

Truvo has transformed Belgium’s Golden Pages beyond a printed business catalogue, digitising its customer experience and offering a full marketing package for the nation’s SMEs

much siloed IT organisations on a country level with no real synergies between them.

“The business was part way through some financial restructuring and business simplification, with lots of new products being introduced. The mission for me was to create one IT organisation and to enable a new digital business model within Belgium, which is now where the company solely focuses.”

Going digitalUnderpinning the shift from print to digital is Truvo’s belief that ‘professional marketing and communication advice should not just be reserved for big companies.’ Its mission, for ‘all Belgian companies to grow their business by offering them a comprehensive range of versatile digital marketing and communication solutions that are totally geared to their requirements.’

The most significant change helping to facilitate this has been the adoption of a flexible subscription-based business model in 2014. This allows customers to choose one or many channels for campaigns over a period they can afford, an important consideration given 70 percent of Truvo’s customers are SMEs with five or fewer employees.

“In the past if you think about the print business you would publish a book once a year and talk to the customer at the same time each year

“Our services and solutions are vitally important for small businesses as they may not have the time or resources to manage their own websites, content and other channels or campaigns”

– Allan Farrell, CIO

7 8 J u n e 2 0 1 6

TRUVO BELGUIM

about renewing for another fixed 12 months,” Farrell says. “This change has required a very different sales approach, selling solutions that not only involve products but the service and expertise that goes with it.

“Our services and solutions are vitally important for small businesses as they may not have the time or resources to manage their own websites, content and other channels or campaigns. We have a local sales force in the field who stay with the same customers year in year out, helping to build

up long term relationships.”The company also puts on

roadshows throughout the year. These ‘Digital Days’ are free to attend, offering interactive educational and inspiring seminars on how digital marketing can help smaller businesses to grow.

Multichannel Goldenpages.be sees more than eight million visitors to its online business directory platform per month and has had more than a million app downloads to


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date. The company has also created 23,000 websites for customers, both standalone and listings within goldenpages.be.

That Truvo Belgium also has 1,000 ongoing Facebook campaigns, more than 9,000 ongoing Google AdWords campaigns and 6,000 mobile sites developed to date further

highlights its multichannel focus. Farrell adds: “The perception of

Yellow Pages companies is either a listing in a telephone book or an online directory, but actually the reality is we are something quite different. It was

much more simple 15 years ago!” A lot has happened since the turn

http://www.matchcraft.com

8 2 J u n e 2 0 1 6

“The perception of Yellow Pages companies is either a listing in a telephone book or an online directory, but actually the reality is we are something quite different”– Allan Farrell, CIO

TRUVO BELGUIM

of the century. Indeed, goldenpages.be launched in 1999 under Truvo’s previous name, Promedia. Up to this point, the printed business directory had been unchallenged from its inception in Belgium in the late 1960s, the first Gouden Gids / Pages d’Or (Dutch and French Belgian brand name equivalent of Yellow Pages) being published in 1969.

Changing landscape With such a fundamental shift in how the company generates revenue, aligning and digitising key business processes is an ongoing challenge.

“Over the past few years we have tried to get a better understanding of what the core business processes and structures are and how they can be digitised from a customer point of


T E C H N O L O G Y

view,” says Farrell. “Learning how to operate in this new world is a learning process for the whole company, and we have been leveraging one of our key strategic partners, Harman, to establish those business capabilities and processes, which has been invaluable so far.”

Truvo Belgium is also digitising and elevating its infrastructure to the cloud, a move which will provide further flexibility for customers. Farrell explains: “We have consolidated all of our digital and business infrastructure and landscape into the cloud and this is just the beginning. It is far more cost effective as it is priced on demand based on usage, making it easy to scale up and down in line with our needs. We don’t have to build and maintain hardware in-house anymore.”

Data security is another key area of focus, with Truvo Belgium implementing a number of measures, including new enterprise architecture, to help prevent its data from being taken illegally.

Farrell also cites the need

http://services.harman.com/digital-transformation-now

Number of staff

600for industrial-strength analytics capabilities to better understand customer audiences and behaviours; behaviours which are constantly changing in a world where consumers interact with businesses across a vast array of touch points.

“There are digital user experiences we haven’t even thought of yet and we must be set up to respond to changing consumer patterns in a much more rapid way than we can

today,” he adds. “Using on-demand, best in class

SaaS [Software-as-a-Service] solutions from the market and integrating them to our business landscape will help us to do this and become better than we are today.”

Industrialised analytics is one of several business optimisation trends highlighted by the likes of Gartner, Forrester and Deloitte which are currently shaping Truvo Belgium’s IT strategy. Making optimum use of data and leveraging

TRUVO BELGUIM


http://services.harman.com/digital-transformation-now

“By simplifying all of our offerings into something understandable as solutions rather than a list of 20 different digital products, we can really reach out to our market here”– Allan Farrell, CIO

the information of everything, advanced machine learning and the subsequent harnessing of autonomous machine capabilities are all trends Farrell and his team are keeping a close eye on.

Revitalising core IT systems and building capabilities in process and talent will also ensure Truvo can keep pace with the speed of change required to deliver its services in the best way possible. The end result, an ambient digital experience for customers across a full range of touch points and devices.

Simplicity Despite the technological digital transformation at Truvo Belgium reflecting the increasing sophistication in the ways consumers interact with businesses, keeping it simple is what will appeal to SMEs across Belgium. Digital

TRUVO BELGUIM

8 6 J u n e 2 0 1 6

T E C H N O L O G Y


into something understandable as solutions rather than a list of 20 different digital products, we can really reach out to our market here.”

“The digitisation of the customer experience will be key both now and in the future. This requires the entire company to be focused on continuously thinking about optimising and smoothening the way how customers interact with us in order to create an outstanding digital experience.”

user experience has and will remain central to any further digitisation and lies at the core of the wider business strategy.

“It has to be easy for customers-entrepreneurs to interact with us and a lot of focus and effort is being spent on simplifying this experience,” Farrell says. “This is where our sales teams and the positioning of our solutions are so important. We have gone through a lot of simplification internally and that continues as we speak. By simplifying all of our offerings

Photography supplied by: Sven Coubergs, Tanali Photography, Tom Claessens

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Six steps to success

Six steps to success

Written by Tom Wadlow

Produced by Alex Neagu

9 0 J u n e 2 0 1 6

Streamlining operations while maintaining its iconic hallmark of quality lies at the heart of

the Tornos strategy. For more than 130 years, the

Moutier, Switzerland-based company has been manufacturing a spectrum of high quality and

production intensive components for machines across an array of industries.

Indeed, Swiss-type machines are a breed of machine in their own right because of the Tornos reputation for quality. Whether in Switzerland, Korea,

Building on its proud 136-year history, Swiss machine tool manufacturer Tornos is well on the way to fully implementing its six-point strategy by 2017

EvoDECO: Tornos’s pinnacle of Swiss-type lathes

www.tornos .com 9 1

Service: A continuum of expert support

America or China, this is how they are known. Combine this with high-productivity multispindle machines, and Tornos is able to facilitate delivery of volume and quality for manufacturers in

automotive, electronics, medical and dental, micromechanics and many

other sectors.Today, under the guidance of CEO

Michael Hauser, the business is two thirds of the way through its 2012-2017

EvoDECO: Tornos’s pinnacle of Swiss-type lathes

http://www.tornos.com

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TORNOS

six-point plan, designed to further embed Tornos into the international marketplace and strengthen its pioneering legacy of innovation. The six strategic thrusts of the plan include internationalisation, flexibility, innovation, service, operational excellence and customised solutions.

Internationalisation Hauser describes how a huge shift east in manufacturing prompted the need to adapt and evolve processes. “We are in the middle of the machine tool world which is now a very, very global and international business,” he said.

“In the last 10 years there has been a large shift, mainly towards China. This had a big impact on our customers, but also on us machine tool makers. We had to adapt our strategy, which in the past was more or less focused on Europe, on specific markets which are in Europe and this has changed a lot since October 2012.”

Key to this has been the opening of production plants in China and Taiwan, now responsible for around 50 percent of output, focusing on entry products and standard machines respectively.

657 Number of Employees

at Tornos

TISIS: Communicate with your machine

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Key components for both sites are sourced from Moutier, which continues to focus on the high end, precision machines. These include the MultiSwiss, EvoDECO and SwissNano.

Although Europe will remain the core region for Tornos, this expansion has enabled it to offer customers in all other major markets a selection of standard Swiss-type lathes which can be used to produce almost any part conceivable. Strong sales of the MultiSwiss multispindle machine and an increase in order intake from the Americas highlights the company’s growing global reach.

Lean Vital to ensuring a sustainable, long term future has been a serious adoption of lean manufacturing principles, allowing Tornos to be as flexible as possible.

“Because our industry is very cyclic it is vital to lower our breaking point and improve margins,” Hauser explained. “We have managed to reduce the time it takes to manufacture machines by 30 percent, without sacrificing quality. This has come from automation, more efficient organisation, careful outsourcing and reducing our carbon footprint.”

January 2015 emphasised

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“We have managed to reduce the time it takes to manufacture machines by 30 percent, without sacrificing quality”

M A N U F A C T U R I N G


how important flexibility is to manufacturers and Swiss business in general after the Swiss National Bank announced it would no longer hold the Swiss franc at a fixed exchange rate with the euro. This caused panic which effectively made trading with Switzerland more expensive.

Hauser added: “It’s back on a level but not on a level where it can stay sustainable. It means the Swiss have to run faster which is a challenge for our country, not only for machine tools.

“On the other hand, Switzerland is famous for quality, for precision, for durability, for safety. So when you buy a Swiss watch or a Swiss machine tool, you know that it’s not cracked. It’s a quality product that holds its value. We must take advantage of this in the future despite the fact some of our

components will be produced outside of Switzerland.”

Procurement is also now taking place outside of the country on a larger scale. A new management tier – Global Supply Chain Management – has been created to help improve supply chain flexibility.

Innovation Another way of mitigating currency difficulties in the future will be to grow the reputation in Switzerland for machine tool innovation, especially in an age where competition from the likes of Japan is so fierce.

Tornos is embracing the rapidly growing reality of Industry 4.0, or the fourth industrial revolution, which is seeing the emergence of new manufacturing technologies. In four years the company streamlined two thirds of its machine range, adding the new SwissNano,

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TORNOS

www.tornos .com 9 7


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TORNOS

designed for the micromechanics sector. Sales of the SwissNano grew in 2015 across Switzerland and beyond in Asia and the USA, cementing its reputation as the high end go-to for watch and high precision component suppliers.

New software which enables customers to communicate with and manage machines remotely (TISIS), touch screen user interfaces, are other ways in which Tornos is offering a point of difference in an ever-competitive space.

Continual innovation has allowed the business to target a wider range of sectors and territories beyond its core customers with its customised solutions. Hauser outlined the scope in which Tornos now operates: “The aerospace industry is quite an attractive, demanding, intriguing business for us,” he said. “We also produce machines for the security sector which make locks, keys and other systems. “In terms of markets, China is still the biggest for us to target and America is recovering on the manufacturing side, so these are two interesting propositions for us. We must also keep our position in Europe because there are a lot of machines that will need upgrading and modifying in years to come.”

It is this diversification which will ensure Tornos’s longevity. Despite a fall in activity in the Swiss watchmaking industry last year, the company still posted a net profit of CHF 0.9 million, with its order intake of CHF 160 million still above the CHF 152 million seen in 2013.

www.tornos .com 9 9

Michael HauserCEO

Diplom-Kaufmann (MBA), University of Mannheim, 1988

Other professional bodies: SWISSMEM, Council member and chairman of the “Machine tools and manufacturing technology” division; CECIMO “European Committee for Cooperation of the Machine Tool Industries”, Board member and Vice-Chairman

(Chairman from 2009 to 2011)

Previous professional activities:

Mikron Ltd., Nidau (CH): Managing

Director (from 1996 to 2000); Agie Charmilles Group (CH): Head of Milling Division [Mikron Agie Charmilles Ltd. (CH), Bostomatic Inc. (US), Step Tec AG (CH)] and Group Management member (from 2000 to 2008); Georg Fischer Ltd. (CH);

President of GF AgieCharmilles and Member of the Executive Committee (from 2008 to 2010)


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TORNOS.

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TORNOS

“One of the biggest challenges for us is to replicate the quality of production outside of Switzerland”

Tornos Service Such precise, sophisticated and customisable machines require an equally diligent and personalised spread of customer support. Tornos Service provides clients with start-up assistance, product training, preventative maintenance, delivery of spare parts and machine overhauls, cementing long term relationships from the

moment the first sale is made, no matter where in the world it is.

Helping to deliver such vital after-sales service is the company’s loyal base of workers, many of whom have been at the company for decades. However, attracting new, young engineering talent away from large IT companies is more of a challenge and something which

MultiSwiss: Revolutionizing the multi-spindle concept

M A N U F A C T U R I N G

Hauser is determined to tackle. “In Switzerland, we have a dual

system which allows people to start with an apprenticeship and climb up the ladder to become an engineer,” he said. “Apprentices make up around 10 percent of our employees and we also send our Swiss experts to the factories

in China and Taiwan to carry out our internal

training programmes. It’s a continuous

process - one of the biggest

challenges

for us is to replicate the quality of production outside of Switzerland.”

Through implementation of its clear six point strategy, Tornos is well-set to finish its 2012-2017 cycle in a position where it can further target global markets and compete with growing competition from East Asia. And by targeting specialised manufacturers and continuing to innovate its own machine tool range, the Swiss hallmark of quality will continue to stamp its mark on the world stage.

www.tornos .com 1 0 1

http://www.youtube.com/user/tornoschannel

http://twitter.com/tornosgroup

http://www.linkedin.com/company/tornos-sa


1 0 3

Realising the value of procurementWritten by Nye Longman Produced by Richard Durrant

1 0 4 J u n e 2 0 1 6

G4S

When he joined the company in 2014, Group Procurement Director

Shaun Carroll faced a seemingly insurmountable challenge: nothing less than developing a group-wide transformation of the company’s procurement operations. Over the past two years, Carroll has brought about a sea-change in the ways that the business handles its procurement at all levels, which includes the adoption of new processes and technologies, as well as a plan to ensure that, in future, G4S has procurement at the centre of its thinking.

OperationsG4S is well-known for its role as one of the world’s leading integrated security companies. Specialising in providing a range of security products, solutions, and services to a variety of sectors, the company operates in 100 countries and employs over 610,000 people.

The procurement arm of G4S fulfils two key functions within the business, which involves operational support, alongside more strategic responsibilities. Operational support is delivered by working closely with a range of different departments which include warehousing,

Following the introduction of its Group Procurement Team in 2014, G4S has been able to make savings and drive efficiencies across its operations

S U P P LY C H A I N

www.g4s .com 1 0 5

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logistics and supply management, as well as supplier expediting. The company also aims to improve its commercial arrangements with its third-party suppliers; it combines strategic sourcing and procurement in order to achieve this.

“We also look at risk management and supplier relationship management. All of the areas around supplier collaboration and innovation, as well as ethically engaging our suppliers. Bearing in mind, from a procurement perspective, we’re like a start-up company here in procurement at G4S – it’s just a very, very big start-up,” adds Carroll.

Alongside its range of specialist outsourced services, G4S provides cash management and security solutions,

as well as services for both the care and justice sectors. Furthermore, the company also deploys the latest technological solutions across its security systems.

Supply chain management Carroll gives an insight into the size and complexity of the company’s supporting supply chain, saying: “We’ve got about a £1.6 billion spend. There are 65,000 suppliers in our supply chain and of that 65,000, the top 250 make up 50 percent of our supply spend. So we have a

very long tail of small spend suppliers and that’s necessary because of the type of our business and how spread out we are. The top four percent of suppliers cover 80 percent of our spend.”

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Having several high-spend suppliers places G4S in a position to form close working relationships – an advantage that has delivered real-world benefits to the business, in this case working with Telefonica (TEF) UK.

Carroll explains: “One of our early successful category programs has been on Telco provision which was first implemented by the Global Category leader in the UK, we open market tested the relationship with Telefonica for the first time in over five years. This process came at a particularly hectic time in the relationship as various new agreements were being implemented across a number of regions forging whole new relationships. The UK process was complex and entailed consolidating several smaller relationships and also reviewing the current supply from Telefonica.

“Through clear commercial

discussions and value engineering the specification with highly competent internal stakeholders, the Procurement team delivered considerable savings on the UK spend in Telco, improved the resilience and facilitated our move to a cloud based infrastructure. The model for the process has now been rolled out in North America, Europe, Africa and LATAM with Asia following this year. Telefonica has secured several of the contracts around the world.”

Operating across so many countries is complex and challenging, which is why the Procurement team is going to invest a substantial amount of time and effort rolling out a new Enterprise Resource Planning (ERP) system. Not only will this enable the G4S to simplify a great number of individual systems but will bring about a ripple-effect of benefits.

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G4S

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G4S

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“We’ve got about a £1.6 billion spend. There are 65,000 suppliers in our supply chain and of that 65,000, the top 250 make up 50 percent of our supply spend”

G4S

G4S S U P P LY C H A I N

www.g4s .com 1 1 1

Carroll explains: “There are several improvement projects that come

out of implementing a single ERP process. We won’t need to engage

a third party for our spend visibility programme which we do at the moment.

To be able to do that without an ERP, I put in place a spend visibility programme

with Spend360 where we went round and gathered the AP data from around 60 finance

systems to pull in the data to know what we spend and who we spend it with. “This was essential to prioritising the workload

very early on and our partner Spend360 greatly helped with this programme. So the ERP will give us

as close to single element of data truth as we can.”“Procurement is not just about the price of goods

and services delivered – it is also about the total cost of ownership. We have introduced several policies around

the business to help us control demand. These cover property, travel, professional services and temporary

labour – we are working with several global partners to help deliver the demand management programme, an important one being IQ Navigator who is helping us manage our temporary labour requirements and processes.”

“We’ve got about a £1.6 billion spend. There are 65,000 suppliers in our supply chain and of that 65,000, the top 250 make up 50 percent of our supply spend” - Shaun Carroll

http://www.g4s.com

1 1 2 J u n e 2 0 1 6

G4S

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G4S

Driving the G4S fl eet forward, for 13 yearsAt Hitachi Capital Vehicle Solutions, we believe that being challenging is a good thing. We constantly challenge our customers to think differently about their fl eets. We challenge the status quo to drive new product development and innovation. We challenge ourselves to provide industry leading levels of service, throughout our business.

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The value of procurement Carroll explains that the G4S working culture – especially where its procurement operations are concerned – was one of collaboration and mutual respect. It is little wonder, then, that the company has worked hard to ensure that this effective way of working is disseminated as far as possible in the form of its Supplier Code of Conduct.

Carroll says: “Our basic focus is keeping as much of the world as secure and as safe as possible and that brings us into conflict with some pretty difficult individuals. Therefore, our supplier base also gets pulled into those issues. It’s important that we get the message out that respect for the

people that we’re dealing with when they’re in our custody or in our care. Making sure that we do everything with integrity in terms of handling customers’ money, looking after our customers’ premises, transporting our customers’ goods around the world is extremely important to us.”In order to ensure that these values are ingrained into the procurement ethos – and that operations in this regard are continuously improving – Carroll focused on three core initiatives during his initial months with the company. These

consisted of rolling out procurement excellence, implementing a global category focus, led by world-leading industry experts, and by appointing regional procurement leaders. 610,000

Number of employees

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G4S

Shaun Carroll is Group Procurement Director (CPO) for G4S the global Outsourcing and Security Company, responsible for the company’s global supply chain; he is based in London, United Kingdom.

Carroll was appointed to the post in May 2014 and tasked with transforming and leading a department that had functioned primarily as a support to local operations in the 100 plus countries G4S operates. Since starting, the team has changed significantly and has been recognised as adding value internally and externally. He is also responsible for Group Property where he has implemented a successful property consolidation program releasing cash and improving costs.

Prior to this appointment Carroll held several roles in Johnson Controls Real Estate and FM business – Global Workplace Solutions primarily delivering

global Supply Chain Solutions to external customers and fulfilling complex contractual obligations using suppliers to deliver value. Prior to JCI Carroll held a variety of positions in construction, water and consultancy organisations focusing on the EPC (engineer, procure, construct) lifecycle of projects.

During his 30 years in industry Carroll has developed a pragmatic enthusiasm for transformation and change that builds on his engineering roots and cost leadership in supply chain management.

Carroll holds a Bachelor of Engineering Degree in Civil Engineering from Portsmouth, a Masters in Business Administration from London City University, he is a Chartered Engineer and Fellow of the Chartered institute of Purchasing and Supply. He also a non-executive director of English shoemaker RE Tricker Ltd.

Shaun Carroll Group Procurement Director


www.g4s .com 1 1 5

Carroll explains: “I implemented a small, two person central procurement excellence team. I recruited them from the external marketplace and the value delivered by these roles is to have a consistent backbone of policies and processes around the world. They all have the same look and feel but there are variations depending on the operating environment in different regions.

“Initially, my view was to have true category management led by global experts rolled out into each of the regions to leverage our spend in some key global categories. I recruited a mix of people into five global category roles and they covered our big spend areas.

“We changed our direction in response to the fact that our business struggles to globally consolidate around a single supplier

in any category due to the amount of change that that would need, and there are few suppliers that have our geographical spread.

“Where we have managed to consolidate on a single supplier is in our global fuel category, where we have partnered with Shell in all of the regions in which they operate. We took more of a supplier-led reengagement/negotiations/competition programme based around groups of categories.”

“The Regional Procurement teams have developed their integration with local businesses to the point where they are helping business development and sales teams to win new business. Not only are they working on new bids but they are also working with the sales teams to help them understand what procurement folks in their customers want and how those procurement teams think.”

Shaun Carroll Group Procurement Director

http://www.g4s.com

G4S

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People at the centre of the transformationWhen appointing the G4S procurement leaders, Carroll looked at industries that have a recognised reputation for excellence in procurement: “The security services industry is generally not recognised as a forerunner in procurement thought leadership – but manufacturing is, airlines are, and some of the more technology-focused telco organisations are.

“I looked at the business challenges that we have and I looked at the type of industry that has resolved that issue and recruited from that area. Putting good people at the centre of the strategy is vital as they are essential for success.”

Coming from the Post Office in early 2015, Robert Copeland was appointed UK Procurement Director. His skills are based in manufacturing but his operational experience is in this service-led industry which has a similar geographical footprint and service lines as the UK Procurement business. One of Copeland’s first priorities was to build confidence in the new procurement team to allow the market testing of key contracts.

Two of Copeland’s key projects have been the re-procurement of UK fleet where Hitachi Capital were the successful supplier, making a multi-million pound saving over the four year contract.

http://www.g4s.com

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G4S

Early on in his tenure, he renegotiated the BT Fleet contract for the company’s cash in transit fleet maintenance, delivering further multimillion pound savings.

Another example of diverse leadership is James Ratcliff, who was appointed from Kimberly Clark. Ratcliff has held several global and pan-regional procurement leadership roles and brought thought leadership in the process and systems area.

Carroll adds: “He was instrumental in developing the policies that the company has rolled out globally and has now taken on additional responsibility in managing the Europe region.

“This demands a clear focus and direction from a procurement perspective because it is highly federated and geographically dispersed. This region has a great deal of opportunity for G4S in terms of

http://www.cushwake.com


www.g4s .com 1 1 9

“Changing focus or adding a new layer of complexity to a business’ operations can be extremely difficult to implement. Given the scale, scope and size of G4S – not to mention the critical security role it plays on a daily basis – this achievement is particularly noteworthy”

supplier consolidation and savings. “The global team in G4S

procurement has come together really well from its beginnings in late 2014 to now, we have a team with diverse, extensive and valuable experience delivering real value locally.”

Seven key principlesCarroll and his team are in the second year of their mid-term plan: “We have seven key principles that we’re working on in our three to five year plan. The first one is around leadership and organisation and

interaction with business leadership. We’ve got our procurement and sourcing strategies where we are developing and executing consistent policies and strategies at a global, local and regional level.

“We have our people strategy which is around attracting, developing and retaining the right talent base. We have got our savings and consolidation process, delivering traceable savings to the P&L. Last year we delivered multi-million-pound savings that were signed off and audited by internal audit.

http://www.g4s.com

G4S

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G4S

“The next principle is around process and systems which is why we’re rolling out the ERP; another two concern vendor management which is all about the SRM and corporate social responsibility programme. The final principle is based around performance measurement and management; making sure that we measure what we do and report it and that we have a clear set of KPIs to report on.”

Changing focus or adding a new

layer of complexity to a business’ operations can be extremely difficult to implement. Given the scale, scope and size of G4S – not to mention the critical security role it plays on a daily basis – this achievement is particularly noteworthy. While security companies are generally not recognised for their procurement achievements, G4S is certainly one to watch.

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http://www.youtube.com/user/G4SUK

http://www.facebook.com/G4S/

http://twitter.com/G4S

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G4S G4S

“The UK and Group team have been recognised internally with an award for improved productivity for placing procurement at the heart of the business”


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Customising the future

Written by Nell Walker Produced by James Pepper

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Customising the future

Written by Nell Walker Produced by James Pepper

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ZINNOVATE

Since 2013, Zinnovate has provided management, consultancy and IT services

with a particular focus on the global transport and logistics industry, allowing businesses to fulfil the potential of their IT portfolios. The company’s Founder, Owner and CEO Håkan Nilsson has utilised his 23 years of experience as a CIO in the global forwarding industry to become a trusted strategic advisor to a number of other companies in the business.

“Particularly I’m involved when companies are going through some sort of change,” Nilsson explains. “Or rather when the

change is of such a magnitude that it’s not simply called change – it’s called transformation, and it cuts across systems, processes and organisations. Many global transport and logistics companies go through changes that weren’t intended to be transformations, but it turns out to be the vehicle for changing their systems and processes for the better.”

Zinnovate has the competence to support such large transformations in a technology-focussed way, it is able to deal with infrastructure and systems applications, software elements, core structures, and more. It also concentrates intensely

Zinnovate’s CEO Håkan Nilsson describes how a tiny IT services company has become so enormously successful and well-trusted in its industry


www.z innovate .se 1 2 5

on integration and business intelligence, believing that even if companies are buying the best standard package available, they require a level of customisation in these two areas especially.

“Whatever the system, it’s not an island – it needs to interact with other systems either in the company’s internal landscape or externally with customers, vendors, carriers, and legal authorities. That’s where

we can help with building those interfaces in the area,” Nilsson says.

Zinnovate prides itself on its level of customisation and, as Nilsson explains, it is a vastly important fraction of the bigger picture: “Customisation is such a small part of the total application. It might amount to five percent on top of a standard system, but the value of that five percent has the potential to be quite dramatic.

http://www.zinnovate.se

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ZINNOVATE

There are many challenges in IT. We promise no miracle There are many challenges in IT. We promise no miracle

cure, but we do believe in the power of hard work. Our

philosophy is simple: the more responsibility we take, the

greater our ability to deliver. In projects, development,

operation, and training.

WE DELIVER

cag se

http://www.cag.se

http://www.wisetechglobal.com



It needs to be structured in accordance with the needs of the customer.

“Our customers are so important to us. If you are a logistics provider and you have a system in place, that system is there to deliver value to your customers. Sizeable customers will have some pretty strong customisation requirements. So even if you have a system that is producing a lot of reports, for instance, if you don’t customise that report, the customer will be unhappy. That’s one thing we do, meaning we can help the logistics provider give a much better information service to its customer by creating

that business intelligence layer.”Zinnovate knows that customers

have their own preferences and should have perfect visibility of their processes. Whether producing status event messages,

freight documents, orders, or invoices,

customisation is important. Nilsson says that the small but valuable degree of system customisation

Zinnovate provides raises customer

appreciation by 100 percent, and has led the

company to achieve some very forward-thinking customers:

“We start by giving advice,” he says. “We conduct customer meetings, they pick my brain, and it’s a fantastic opportunity

4 Million euros

Annual revenue

€€€


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Håkan Nilsson - CEONilsson’s unique IT expertise stems from more

than three decades of IT focus with senior

management roles in three different industries:

Manufacturing, Finance and for the last

26 years, Transport & Logistics.

He is devoted to building and delivering Customer

Value and Shareholder Value through Innovation and

Optimization of processes and system solutions.

Nilsson is instrumental in creating a world-leading

global operator in the freight forwarding industry

through mergers and acquisitions, and by delivering

cutting edge IT solutions and processes.

He introduced and led the global deployment

of an industry-changing global freight

forwarding system based on single-file

concept and end-to-end network process.

This has resulted in impressive productivity

improvements whilst replacing a

myriad of legacy systems.

Nilsson is a renowned and sought-after speaker

at international conferences on the subjects

of IT, Processes, Change and Logistics.

ZINNOVATE

ZINNNOVATE


for me to do the same to them. “Recently I was in Amsterdam where 45 of the top IT managers from all over the world were gathered, and I was the only external guy there as a speaker. I was there to share my views on the future and for them to ask me questions, but of course I learned a lot from them too. Things like this are our biggest force for ensuring we stay ahead.

“We look at the opportunities technology provides, but if you

don’t have a solid understanding of the underlying business, you’ll waste your time on technologies that are great, but not specific for your company or industry. That’s an area on which we pride ourselves. We have very good technical people who have a solid background in the transport and logistics industry, and that combination is important.”

Nilsson says that the entire reason the company began was due to his annoyance regarding the IT services available at the time. He decided that being irritated was not productive, and chose to


Julia Dunder - PA to CEO and Sales ManagerDunder is results-orientated with a can-do attitude.

She is service-minded with a willingness to go

the extra mile when supporting customers.



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ZINNOVATE

do something about the situation. “If you believe you can do better, do it yourself,” he says. “Many other companies aren’t so flexible or customer-centric, but we’re able to be flexible thanks in part to our small team. We only have four members of staff and some very closely-connected subcontractors and partners. A big factor in this is building layers of partnerships in a win-win way.

“I’ve developed a lot of contacts in 23 years, and I approached the ones I thought to be the best, which are now my partners in Zinnovate. WiseTech Global in Australia is a successful provider of software, and partnering with it allows me to tap into a big global customer base. They have an extreme focus on product development, but how could customers make use of it? That’s where we can come in and close that gap with a level of customisation and support that actually makes best use



of the system from WiseTech Global.”All of Zinnovate’s growth is thanks

to its reputation. The company only accepts projects where it believes it can make an impressive difference for customers, and where it will have a successful outcome. It makes choices strategically, and expects customers to do the same.

Zinnovate’s highly personalised brand of conducting business has allowed it to develop at an astonishing rate for its size, and Nilsson insists

that his company does not simply offer IT and business transformations for the sake of throwing out an old system: “It is usually a major change from local optimisation to global optimisation,” he concludes. “We’re selling an end-to-end service so we need to address all elements of a system process, people, and organisation. The industry is slowly changing, but people are still not looking holistically at transformations. That’s where we can help.”

Raffael Dessi - System development consultant

Dessi is a highly resourceful, innovative and competent senior consultant with over a decade’s experience from the IT field in a number of different roles spanning from programmer, system architect, technical project leader, team leader and BI developer. He possesses excellent technical skills in .NET, database technology, business intelligence and system integration, coupled with in-depth global forwarding know-how.


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business review europe magazine - june2016

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