Our cases

Unilever Food Solutions (UFS) specializes in products and services for professional kitchens. As rapid digital developments impact the behaviour of its customers, UFS aimed to fundamentally challenge its overall strategy and growth ambition towards 2020.

Nederlandse Loterij (NLO) is the largest provider of games of chance in the Netherlands, active in lottery and prospective in online gaming. Given the changing commercial and legislative environment, NLO asked for hands-on support to update the 5-year corporate strategy to strengthen their commercial position and grow their added value to Dutch society.

Golazo is (one of) Europe's largest organizer(s) of recreational running and cycling events. The growing popularity of mobile apps and sport tech as well as the direct consequences of COVID-19 urged Golazo to develop a digital platform that bundles all its products and services in one place, and combine it with complementary offerings from partners. This platform – called LetsMove.com – aims to become the online destination for a healthy lifestyle.

SHV Energy is a leading global distributor of off-grid energy. They aspired to accelerate local market transformations by increasing adoptions of tools, methodologies and capabilities. In collaboration with IESE, we established a Digital & Transformation Academy to bring capabilities to business units, bringing all pieces together into an exiting program for ~150 business leaders and ~1000 professionals across the globe.

For leaders, the module is a 4-day offsite event, while professionals participate in an 8-week program with 2-4 hours per week, covering topics such as digital transformation, digital analytics, innovation, continuous improvement, operational and commercial excellence, and customer experience.

Plastics waste is a complex challenge that requires collaboration amongst all players within the value chain. To address these challenges, Shell aimed to lead the plastics ecosystem by developing innovative 'win-win' solutions.

To kickstart this ambition, we assessed the ecosystem, identified opportunities, ideated solutions, and shaped two end-to-end proof of concepts.

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Enstall, a global leader in solar mounting systems, is navigating a rapidly evolving market where competitors are increasingly investing in digital functionalities and services. To stay ahead and avoid commoditization, Enstall sought to understand how digital solutions could add value for its customers across various go-to-market models.

We shaped Enstall’s digital proposition by designing the installer journey to enhance efficiency and foster loyalty, improving account and distributor management to better serve installers, and formulating strategic partnerships with other value chain players to jointly grow the solar market. This comprehensive digital transformation enables Enstall to maintain its competitive edge and continuously drive market growth.

Eneco faced stiff competition in the energy sector from emerging digital players offering superior digital value propositions. To counter this effectively, they had to transition to a digital-first model to quickly ideate and launch new products.

We facilitated this transformation by establishing an end-to-end, cross-functional organization centered on digital products, fostering a fast-learning way of working through SAFe agile. Concurrently, we validated this model by swiftly launching a dynamic pricing product. This initiative was successful, enabling Eneco to bring the product to market within months.

As part of its 2035 vision, Shell Mobility BeNeFrux aims to ‘make green and enjoyable mobility seamless for everyone’, supporting the global net-zero emissions ambition. To turn this vision into reality, we developed a  concrete and actionable plan and began testing key hypotheses central to its 2035 strategy.

This involved conducting a series of tests and proof-of-concept projects within a controlled environment. Some tests yielded successful results, which were then scaled within the existing Shell organization. Other tests disproved hypotheses, thus preventing unnecessary resource expenditure and providing valuable insights.

Shell sought a comprehensive assessment of its Lubricants Marine business and the AccuPort venture.

We established the current baseline, refined and iterated both short-term (MVP) and long-term (vision) propositions and business models, and developed organizational and technological blueprints. We also crafted a rollout strategy and plan, including financials and buy/build decisions, ultimately identifying 8 key initiatives to enhance Shell’s Lubricant Marine business.

De Energiebespaarders embarked on the next phase of growth to realize its ambition of becoming the leading digital contractor for making existing houses more sustainable.

They enlisted our support to co-shape a strategic growth plan, identifying and prioritizing future growth initiatives while determining the organizational, technical, and financial implications of each, providing crucial input for the next funding round.