Starting a journey where you do not just change your core business technologies, system architecture and landscape, but also change the mindset of your employees, managers and leaders, increase sales volume and generate more business value for the customer seems like squaring the circle these days. The presentation describes one of these journeys for one of the digital B2C arm of one of the largest German utilities, giving insights, experiences and also failures, and finally outlining the next steps of a transformation that successfully began 3 years ago.

1. DIGITAL MARKET
LEADER
FROM CLASSIC TO
LARS ZAPF // global executive consultant and transformation
coach.
E-Commerce Summit, 17/09/19, Cairo,
Egypt

2. FROM CLASSIC TO DIGITAL
MARKET LEADER
Starting a journey where you do not just change your
core business technologies, system architecture and
landscape, but also change the mindset of your
employees, managers and leaders, increase sales
volume and generate more business value for the
customer seems like squaring the circle these days.
The talk describes one of these journeys for one of the
largest German utilities, giving insights, experiences and
also failures, and finally outlining the next steps of a
transformation that successfully began 3 years ago.

5. 20.000
employees
1.300
competitors
Organization in
silos
Old SAP
systems
landscap
e Idea > Customer
6 weeks ++
No
digital,
product &
growth
mindset

8. MY PLAN
REALITY

10. New
functionalities
and capabilities
New, modern &
future-oriented
ways of work
The customer is
in the centre of
our actions

12. DECIDED FOR A STAGED MVP
PLAN
Pairing > Intermediate MVP > MVP Live > Operate and learn >
Feasibility >
50.000 >
800.000 >
2.100.000 >
5 parallel change streams: Product, Organization/Structure, Technology, People/Mindset,
Operations
05/2016 > 08/2016 > 06/2017 > 06/2018 > 07/2019 >

13. MAKE ALL OF THE UPCOMING CHANGES
TRANSPARENT TO ALL

14. >PRODUCT
CHANGE THE WAY WE
THINK

15. Maximize the
amount of work
not done.
„
“

16. SHIFTING TO A PRODUCT
MINDSET
© Henrik Kniberg

17. _THINK DIFFERENT.
01
Customer Journey / Value Stream
Mapping

18. https://www.columbiaroad.com/blog/why-and-how-to-create-a-customer-journey-map-download-free-template

19. _THINK DIFFERENT.
01
Customer Journey / Value Stream
Mapping
02Mission statement

21. Automation:
„Avoid unproductive manual
operations.“
Customer Behaviour Change:
„Lead the shift to digital self
service.“

22. _THINK DIFFERENT.
01
Customer Journey / Value Stream
Mapping
02Mission statement
03 User Story Map

24. 04Commit (up to 150 %)

25. https://www.lucidmeetings.com/glossary/fist-five

26. 05
04Commit (up to 150 %)
Burn-down

27. https://t2informatik.de/wissen-kompakt/burn-down-chart/

28. © VERSIONONE

29. 06
05
04Commit (up to 150 %)
Burn-down
PDCA

31. >ORGA /
STRUCTURE
CHANGE THE WAY WE
THINK

32. Always act
towards a
(customer)
mission
Only cross-
functional end-to-
end teams
No roles,
just
disciplin
es
Main
KPIs:
# Decision time
# Idea -> effect
# Vanished
impediments
# Loyalty to
commitment

34. Workstream
Mission
Future invest
Chapter

35. DESIGN
THINKING
SCRUM
KANBAN
WASSERFALL

36. © Henrik Kniberg

37. MANAGE PRODUCTS &
IMPEDIMENTS
https://www.scrumatscale.com/scrum-at-scale-guide/

38. ADAPT EVERY 6-12 WEEKS;
BUT! SCALE ONLY IF YOU HAVE TO!
© Jeff Sutherland & Scrum Inc.

39. >TECHNOLOGY
CHANGE THE WAY WE
THINK

40. www,CapaMap.de
© GP+S
https://docs.microsoft.com/de-de/azure/event-grid/compare-messaging-services

41. >PEOPLE /
MINDSET
CHANGE THE WAY WE
THINK

42. Joint Management
Team with shared
principles
Open
Courses &
new career
paths
Joint reviews and
demos for
feedback
Deep dive
HR,
workers
council,
CEO, … Teamcoaching,
Train the Trainer,
Coach the Coach
Mindset
and value
program
Self governance

43. Leadership Health
Check
Team Health Check
CoP Health Check
Chapter Health Check

44. Build a core,
best of
breed,
100 %
Scal
e
Act in the
ecosystem
Validate with the customer
HAVE A TRANSFORMATION
PHILOSOPHY

45. HAVE TRANSFORMATION TEAMS
5 for 1.143
12 for 120
11 for 243

46. >OPERATIONS
CHANGE THE WAY WE
THINK

48. OPERATIO
NSPRODUCT
DEVELOPM
ENT
EMBEDDED
OPERATIONS

49. 3 years later …

50. FROM A CUSTOMER
PERSPECTIVE
Better fitting products & tariff
options
Personalisati
on
Ecosyst
em
One login
Better fitting
products
Digital experience & self care
https://www.enbw.com/elektromobilitaet

51. SALES IT OPERATIONS
YoY Sales Growth
for Challenger
Brand +16%, for
Incumbent Brand
+7%
Lead time, from
the idea until effect
for the customer
including backend
and accounting
operations
Efficiency on
Customer Contacts
Mail/Phone -56%
across brands
‣ Touchpoint NPS Sales Incumbent Brand up from +7 to +40, for Challenger Brand remained stable
at +42.
‣ Touchpoint NPS Care for Challenger Brand up from +20 to +41, for Incumbent Brand from +13 to
+35.
‣ App Store Ratings for branded Apps now consistently above 4.5 in iOS and Android. Monthly
recurring use above 30%.
FROM A MANAGER PERSPECTIVE
+16% -56%<8h

52. FROM AN INVESTOR
PERSPECTIVE

53. FROM A CEO PERSPECTIVE

54. Fails &
Learnings

55. Integrating an
incubator back into
the enterprise
Amount of
energy to keep
things
stabilized
High investment in
coaching and
transformation
Agile
done
right
jiggers Team pairing and
self-organised
learning
Scale
only, if
you can
support

56. A secret
ingredient
ONE LAST THING

57. @larszapf //
www.LarsZapf.de