We turn complex challenges into yesterday's story
EnBW mobility+ AG & Co. KG
Efficient invoice verification using RPA (Robotic Process Automation)
How the amount of manual work was significantly reduced and processing times significantly shortened in a short space of time.
Challenge
Execution
Result
EnBW mobility+ AG & Co. KG offers its end customers the opportunity to charge their electric vehicles via roaming at charging stations operated by other companies. These companies then pass on these charging processes to mobility+.
EnBW mobility+ must anticipate the exponential growth of this market when designing its processes.
There are constantly “new” roaming partners, large volumes of unstructured invoices with countless transactions to check and process.
The time-consuming manual review involved several previously non-technically integrated systems and different teams.
The task was to automate the process as much as possible in order to minimize costly manual work and potential sources of error. A pragmatic solution that could be implemented quickly was sought because the ongoing process was on the verge of scalability.
Together with the customer, it was decided to conduct a short-term pilot to check how suitable Robotic Process Automation (RPA) was for the task.
An RPA bot was configured to read the invoices and validate them against interfaces of the backend systems using various “checking rules”.
The bot was able to recognize defects, process them in a structured manner and then automatically notify the responsible team of any deviations. If no defects are identified, processing takes place in the standard group accounting processes and systems.
After a short time, the pilot project was able to fully achieve the set goals. The pilot was further developed into a solution and the system was put into production.
By using RPA, the company was able to significantly reduce manual workload and significantly reduce the processing time of roaming invoices.
In addition, sources of human error have been minimized and the audit processes have been standardized and automated, contributing to greater accuracy and better compliance.
Lupus and Company accompanied this project from the analysis of the challenge, through the conception and further development to the required change in the organizational units involved.
Our services
Strategy and target picture
Consultation on RPA
Implementation of the pilot
Experts
Jan Wilhelm
Customer voice
Cathrin Lind (Head of Operations at EnBW mobility+ AG & Co. KG) about the collaboration with Lupus: “Lupus helped us pragmatically and quickly to evaluate the potential of a new solution approach and bring it to fruition. In particular, Lupus's ability to design in an interdisciplinary manner, from complex technical processes to organizational change and technological implementation, quickly brought us to a solution that was right for us."
ProSiebenSat.1 group
Cost-effective development through managed nearshoring
How a digital platform could be developed quickly and cost-effectively using external teams and an experienced interim PO.
Challenge
Execution
Result
An existing digital platform of the ProSiebenSat.1 Group should be completely realigned and taken to the next level.
The customer already had a rough idea in which direction it should go, but did not have the necessary resources and skills to concretize and implement the path.
At the same time, only limited budgets were available and they wanted to achieve initial results quickly in order to be able to check customer acceptance at an early stage.
The LUPUS consultant Alexander first helped to create a to formulate a coordinated strategy and thus clearly sharpen the target image of the product.
Due to the tight schedule and limited financial options, he agreed with the customer to implement the project as a “managed nearshore” model.
For this purpose, an appropriate partner was selected and contracted who could provide the necessary experts and developers to implement the new platform in an agile and in-time manner.
As (interim) product owner, Alexander then continuously structured the customer's priorities and operationally controlled the implementation and the external development team of the nearshore partner.
Alexander helped from strategy development to the process model and controlled the entire implementation. After the successful go-live, LUPUS also helped with the search for a suitable cast for the PO role andthe new colleague is fully trained.
With the help of the "Managed Nearshore" approach, the customer was able to realize his vision of a new platform at low costs and in a short period of time.
On the one hand, the LUPUS consultant took on the role of product owner, but also helped from strategy development to partner selection. In this way, he was able to relieve the customer's team as much as possible so that operational activities did not suffer from the realignment.
In the end, the customer was able to take control himself and operate and further develop the platform independently with the external team
Our services
Strategy and target image
Interim Product Ownership
Managed nearshore consulting
Experts
Alexander Wittkov
Benjamin Dörich (Sales Director - SevenOne Media GmbH): “We were happy to have a neutral and experienced person who supported us from product strategy to selecting the best partner to operational management of implementation. Alexander drove the project forward very pragmatically so that we were able to successfully take the platform live.”
Customer voice
GVS Gas Supply Süddeutschlang GmbH
Switching to agile workflows
in operation
Like a rapid switch to agile working methods
can function smoothly even under high delivery pressure.
Challenge
Execution
Result
GVS Gas Supply Southern Germany was faced with the challenge of renovating its system landscape, which had grown over the years. The development team had been struggling with the pitfalls of the evolved systems for a long time and repeatedly encountered new, unforeseen difficulties. This made scheduling and budget planning for IT projects increasingly difficult.
The aim was to significantly improve the IT's ability to plan and deliver, even for complex projects. In doing so, ongoing day-to-day business could not be unnecessarily affected.
Agile working methods were initially introduced in a development team within a pilot. New tools and processes were gradually introduced, adapted and continually refined.
After a successful practice phase, these procedures could be extended to other projects and departments.
Requirements were cut into smaller packages, which benefited the departments as results were delivered in short intervals that could be used directly in day-to-day business. This meant that other stakeholders were quickly convinced of the new working methods.
Establishing agile rituals has made the dialogue between everyone involved significantly more structured and efficient, while at the same time ensuring transparency in work progress. As a result, IT can now focus on valuable developments and support the business (even) better.
Through a gradual introduction, we were able to significantly improve the planning and delivery capability of the IT for the gas supply in southern Germany within a few months, despite an expanded system landscape and parallel renovation activities.
Our services
Strategy and target image
Introduction of agile working methods
Coaching of management and various teams
Experts
Stefan Zanzinger
Jan Wilhelm
GVS Gas Supply Süddeutschlang GmbH
Switching to agile workflows
in operation
Like a rapid switch to agile working methods
can function smoothly even under high delivery pressure.
Challenge
Execution
Result
GVS Gas Supply Southern Germany was faced with the challenge of renovating its system landscape, which had grown over the years. The development team had been struggling with the pitfalls of the evolved systems for a long time and repeatedly encountered new, unforeseen difficulties. This made scheduling and budget planning for IT projects increasingly difficult.
The aim was to significantly improve the IT's ability to plan and deliver, even for complex projects. In doing so, ongoing day-to-day business could not be unnecessarily affected.
Agile working methods were initially introduced in a development team within a pilot. New tools and processes were gradually introduced, adapted and continually refined.
After a successful practice phase, these procedures could be extended to other projects and departments.
Requirements were cut into smaller packages, which benefited the departments as results were delivered in short intervals that could be used directly in day-to-day business. This meant that other stakeholders were quickly convinced of the new working methods.
Establishing agile rituals has made the dialogue between everyone involved significantly more structured and efficient, while at the same time ensuring transparency in work progress. As a result, IT can now focus on valuable developments and support the business (even) better.
Through a gradual introduction, we were able to significantly improve the planning and delivery capability of the IT for the gas supply in southern Germany within a few months, despite an expanded system landscape and parallel renovation activities.
Our services
Strategy and target image
Introduction of agile working methods
Coaching of management and various teams
Experts
Stefan Zanzinger
Jan Wilhelm