For Pfennigparade, the process of creating findings should be improved in terms of efficiency, speed and safety.
The two industrial gas companies and former competitors, Linde AG, and Praxair Inc, merged in October 2018 to form the new global market leader under the Linde name. Linde is a leading industrial gases and engineering company with sales (pro forma) of $28 billion (EUR24 billion) in the year 2018, employing approximately 80,000 people worldwide and serving customers in more than 100 countries all around the world. Linde delivers innovative and sustainable solutions for its customers and creates value for all stakeholders. The company makes our world more productive by developing products, technologies and services that improve its customers’ economic and environmental performance in a connected world.
Our project team supported Siemens Healthineers AG in outsourcing Microsoft Exchange to the cloud by migrating over 70,00 mailboxes worldwide.
As part of the takeover of the German paper napkin business of Metsä Tissue Corporation by keeeper Group, we supported the separation of the IT landscape from the parent company and the transfer to a standalone operation.
Today, the product portfolio of the 100% holding of Mutares for a wide range of requirements includes steel structures, roof, and facade solutions, as well as wood products for interior finishing and building cladding. Donges thus serves architects, planners, building developers, general contractors and builders, the public sector as well as craftsmen and processing companies. The Donges Group employs over 1,200 people at 13 production sites in Europe and in sales offices worldwide and generates annualized consolidated sales of around EUR 500 million. Following the latest add-on acquisition (Permasteelisa), Donges is aiming for further growth and consolidation of its very good positioning in the European market. The cornerstones of this strategy are the realization of synergies through the joint processing of the existing customer portfolio and existing sales channels, as well as the development of Northern and Southern European markets in the areas of facade solutions and steel construction.
Data has long been considered the new oil. But without the appropriate processing, even oil is worthless. The same is true for data. Only when valuable information is extracted from it are data pools in companies valuable. One way to extract information for process optimization is process mining.
Against the background of an already ongoing IT carve-out, we were assigned an interim management mandate. The interim manager acted in the role of “IT Service Manager (ITSM)”. Reporting was made directly to the Vice President Information Technology & Digitization and the Management Board.
As part of the further development of Nokia’s own software Monetization Platform, we supported the Nokia team in integrating new features into the system and provided advice on technical issues.
The successful separation of a part of a company from a corporation requires a comprehensive understanding of the complex interrelationships and processes. Especially in the service sector, IT plays a central role due to the high delivery pressure, degree of automation and the close interdependencies of the systems used. A target-oriented approach is therefore required for timely separation and the development of new infrastructures in order to ensure operational capability in every transition phase and avoid production downtimes.
The successful spin-off of a part of a company from a group requires a comprehensive understanding of the complex interrelationships and processes. Particularly in the manufacturing sector, IT plays a central role due to the high degree of automation and the close interconnections and dependencies of the systems used. The timely separation and establishment of new infrastructures therefore requires a goal-oriented approach to ensure operational capability in every transition phase and to avoid production downtimes.
Separating a section of an enterprise from an existing infrastructure entails many changes and major challenges. The interfaces to old systems have to be properly resolved and entirely separate, custom structures have to be created. In addition, the participants of a carve-out project are often confronted with problems of complex knowledge transfer, situation-related employee fluctuation and contractual time pressure. An example of a successful carve-out is the separation of the Siemens Turbomachinery Equipment GmbH from the Siemens AG by digatus.
