References

Together with our customer, we at ADVASO had come up against supposedly insurmountable limits in this project. On the technical side, the bank’s master data project and the associated business processes ran seamlessly and to a high quality.
However, it became apparent that the costs of product provision, due to external services and supplier costs, were no longer in line with the market and therefore the product could ultimately no longer be competitive.

So we were in a situation where we couldn’t achieve short, medium and long-term market success with what was actually an excellent, high-quality product.
It was therefore necessary to completely question the overall concept and turn the processes and data provision chain on its head.
A truly transformative approach was needed.

Together with our customers, we took on the challenge of providing a new, much better technical solution and an alternative production method with outsourced components
based on modern internet functionalities.
The information services were made much more efficient. This also had an impact on the actual customer relationships, which in turn were completely digitalized. As a result, the entire value chain was automated, i.e. much more ‘convenient’ for the customer and ultimately transaction costs were minimized by a factor of 10.

The business model of this new platform was so attractive that the development costs were amortized within a year.
As ADVASO, we founded a joint venture with our customer and partners to further advance the technology and expand the market model.

As is so often the case in large projects and complex programs, success is very much dependent on efficient project management, which in turn is based on effective communication. In other words, a project only works as well as the people involved communicate with each other.
In this case, we are dealing with very complex international corporate structures with many people and departments involved in the project from a wide variety of countries and areas of responsibility.

For the responsible project manager, a critical success situation often arises in which the project is on a knife’s edge. Will it be a complete success or will it go under? At the same time, these complex project situations represent a kind of black box for the actual business managers and budget holders. Will it be a success? Or will it be a disaster?
Without recourse to knowledge and experience from comparable previous projects, the risk of failure increases significantly.

Together with our client, we were at a point where we had to decide either to continue with the old, inadequate structures or to introduce a fundamentally different approach, more project security, more transparency and targeted, structured communication and documentation without unnecessarily inflating the project overhead.

The result is a cloud-based service for simple and complete project control. Project managers and those responsible have a simple but powerful tool for implementing and managing complex projects. All project steps are always fully documented and transparent. The tool developed has been optimized in other projects and is now available to us and our customers for the implementation of successful projects.

The classic: project management is the art of change management, consisting of communication, organization and collaboration. A project only works as well as the people involved communicate with each other. But what happens when the achievement of objectives seems impossible due to differing opinions, misunderstandings and enormous time pressure, the budget is exceeded and all parties involved are irreconcilably opposed to each other? We helped a doomed project back on the road to success – within the irrefutable time frame.

It is all about fiercely contested market shares and the delivery of state-of-the-art technology, the latest cell phones, at the end of the year. The new “hardware” had to be certified before delivery to customers in order to be operated by customers with as few errors as possible. Time was pressing, there was no second attempt and yet all parties involved in the project were seemingly irreconcilable.

There were tough decisions to be made. Should the project be declared a failure, or was there still a chance, albeit a slim one, of achieving the desired goal in the short time remaining? Failure could not be an option, so all parties and people involved in the project were prepared to make the effort.

As planned, our client had a very successful Christmas and year-end business. Although the planned budget targets could not quite be met, this was more of a footnote to the successful project due to the avoidance of a higher loss in the millions together with an enormous sales success.

Sometimes projects are unplanned and suddenly move to the top of the priority list. A large-scale cyber attack threatened to permanently destroy our customer’s business operations and production.

A large-scale cyberattack in the form of the infiltration of Trojans, facilitated by security gaps in the system architecture, paralyzed the entire IT infrastructure of our customer in the D.A.CH. region was paralyzed. Thanks to the rapid detection and response as well as the time difference in other regions of the world, a worldwide spread of the malware within the Group structure was contained.

The biggest challenge was, on the one hand, to ensure that day-to-day business could continue uninterrupted in emergency operations despite the cyberattack and, on the other hand, to be able to operate the infrastructure again as quickly as possible without risk after removing the malware and, at the same time, to equip it with protective mechanisms so that future cyberattacks can be fended off.
The “infrastructure restoration” project could not be mastered either technically or politically within the customer.
The challenges to be solved were:
Time: regaining 100% operational functionality
Costs/damage: every day of downtime costs EUR 20 million in the operational area
Politics: apportioning blame and concealment
Sustainability and prevention: safeguarding the infrastructure against future cyber threats
International teams: project implementation across Group companies and national borders

Thanks to the ADVASO team’s rapid deployment, which was launched without any chance of major preparation, damage running into the hundreds of millions was avoided.
Although the project was triggered by a near-disaster that could have been avoided, the result is a new system environment that is not only more secure against new attacks, but is also more efficient and requires less maintenance.