1. Beekeeper – Grow healthy
Presenting to:
Christian Grossmann, Founder of Beekeeper
Presented by HHU Consulting:
Lukas Grote
Ina Jonalik
Johann Wiebold
Lina Zaika
May 2018
HHU

2. Problem Statement What to tackle?
Continue the growth path while overcoming the VUCA challenges
May 2018
HHU

3. Recommendation What to tackle?
Continue the growth path while overcoming the VUCA challenges
How to solve?
Transform Beekeeper into an agile organization that is able to serve diverse industry needs
Set up Scrum teams
Focus on core industries: Hospitality, Manufacturing, Retail (Short - to Mid - term)
Scale approach to more industries (Long-term)
May 2018
HHU

4. Agenda
01 Situation Analysis 02 Strategic Alternatives 03 Implementation 04 Financials
May 2018
HHU

5. 01
Situation Analysis
May 2018
HHU

6. Only highly efficient organizations can overcome the VUCA challenges
Volatility
Uncertainty
Complexity
Ambiguity
Changing costumer needs
Changing stakeholders
BE BRAVE
KEEP IT SIMPLE
BEE PROACTIVE
BEE OPEN
BRING OUT THE BEST IN EACH OTHER
Technology disruption
New players disrupt industries
Organizational growth
More communication lines
Individual customer needs
Demand for personalization

7. Beekeeper currently serves a broad base of cyclical industries with limited personnel
Total
Employees
118 (vs. 15 FY 2015)
Engineers
15 (vs. 2 FY 2015)
May 2018
HHU

8. Beekeepers three core industries are hospitality, manufacturing and retail
80% of revenue
20% of revenue
Hospitality
Retail
Manufacturing
Other industries
Seasonal industry
High turnover rates
Many off-desk employees
May 2018
HHU

9. One employee experience Security & Integration
Much effort is needed to coordinate the three independent engineering teams
Dashboard & Analytics
Client focus
One employee experience
Security & Integration
User focus
Technology focus
May 2018
HHU

10. Key Issues Satisfy industry specific needs
Ensure efficient org structure
Enable employees to show their full potential
May 2018
HHU

11. 02
Strategic Alternatives
May 2018
HHU

12. To grow healthy, a clear decision regarding the industry and org structure is necessary
1. Decision: Industry decision
2. Decision: Organization structure
Industry focus
Functional organization
Industry decision
Oganization structure
Diversification
Agile organization
May 2018
HHU

13. First, it needs to be decided whether an industry focus or diversification has the most potential
1. Decision: Industry decision
2. Decision: Organization structure
Industry focus
Functional organization
Industry decision
Organization structure
Diversification
Agile organization
May 2018
HHU

14. Beekeeper could either decide for an industry focus or continue with diversification
1. Decision: Industry decision
Industry focus
Focus on one of the three core industries
Strengthen organization and employee commitment
Aim to be the leading service provider in one industry
Diversification
Grow with industry pace
Embrace and leverage current client base
Set apart from competitors by enhancing future industry portfolio
May 2018
HHU

15. Three criteria have been selected to make the industry decision
1. Decision: Industry decision
Growth potential
Organizational feasibility
Cultural fit to Beekeeper
May 2018
HHU

16. Beekeeper could either decide for an industry focus or continue with diversification
High
1. Decision: Industry decision
Medium
Low
Industry focus
Diversification
Growth potential
Organizational feasibility
Cultural fit to beekeeper
May 2018
HHU

17. Grow with industry pace and stay disruptive
Diversification of the industry portfolio ensures growth and leverages Beekeepers current clients
High
1. Decision: Industry decision
Medium
Low
Industry focus
Diversification
Growth potential
Organizational feasibility
Cultural fit to beekeeper
Grow with industry pace and stay disruptive
May 2018
HHU

18. Beekeepers three core industries are hospitality, manufacturing and retail
Short- to Mid-term
Long-term
Diversification
Diversification by leveraging current core industry portfolio
Identify further industries based on selected criteria
Hospitality
Seasonal industry
High turnover rates
Many off-desk employees
Retail
Manufacturing
May 2018
HHU

19. Based on the decision to keep a diversified portfolio, a suitable org structure will be selected
1. Decision: Industry decision
2. Decision: Organization structure
Industry focus
Functional organization
Industry decision
Organization structure
Diversification
Agile organization
May 2018
HHU

20. Functional organization
Based on the decision to keep a diversified portfolio, a suitable org structure will be selected
2. Decision: Organization structure
Functional organization
Agile organization + +
Well- structured
Clear responsibilities
Functional expertise and competencies
Fast reaction possible
Diverse teams
Highly-product focused - -
Slower processes
More suitable for traditional businesses
Change will take longer
Potential mis-communication due to cross-functional employee background
May 2018
HHU

21. Functional organization
An agile organization enables Beekeeper best to continue a healthy growth
2. Decision: Organization structure
Functional organization
Agile organization + +
Well- structured
Clear responsibilities
Functional expertise and competencies
Fast reaction possible
Diverse teams
Highly-product focused - -
Slower processes
More suitable for traditional businesses
Change will take longer
Potential mis-communication due to cross-functional employee background
May 2018
HHU

22. As an agile organization, Beekeeper can continue to grow with a diversified portfolio
1. Decision: Industry decision
2. Decision: Organization structure
Industry focus
Functional organization
Industry decision
Organization structure
Diversification
Agile organization
May 2018
HHU

23. Continue disrupting communication in various industries with an agile organization
May 2018
HHU

24. 03
Implementation
May 2018
HHU

25. What does agile working look like?
Cross-functional teams
Self-organized teams
Daily face-to-face interaction
Continuous delivery of potentially shippable products
Every team has the skills to deliver the product independently
Teams are enabled to make their own decisions
Team member align daily to avoid bottlenecks
Delivery of Product Increments on a 3-4 weeks basis
May 2018
HHU

26. Working agile results in benefits for the organization
Increased motivation due to continuous improvement of ways of working
Opportunity to work creatively
Personnel development opportunities
Employees
Products
Continuous delivery of product increments
Continuous improvement of the product
Costumers
Adaption to product needs
Costumer feedback is incorporated
Organization
Faster time-to-market
Healthy scalability
May 2018
HHU

27. In a Scrum Team every role has responsibilities and communication is supported
Events:
Daily
Planning
Review
Retrospective
Product Owner (PO)
Communicates with the stakeholders
Has the product vision
Responsible for prioritization
Scrum Master (SM)
Makes sure that Scrum methodology is applied correctly
Has the teams back
Development Team
3-7 people
Works on the product
Develops the increments
Is self-organized an reports to nobody
May 2018
HHU

28. Main teams at HQ, local sales and marketing staff
London
TBD
Berlin
Sales & Marketing SF
Sales & Marketing
Sales & Marketing
Sales & Marketing
Zurich HQ
main teams
May 2018
HHU

29. We envision an agile organization with dedicated sales & marketing teams
Management Board
Core scrum team
Hospitality scrum team
Retail scrum team
Manufacturing scrum team
New scrum team
Sales & Marketing
1 SM
1 PO
6 Dev.
1 SM
1 PO
3 Dev.
As first industry team
As first industry team
Support functions SF
London
Berlin
TBD
Agile Coach
May 2018
HHU

30. We envision an agile organization with dedicated sales & marketing teamsSF
London
Berlin
TBD
Single clients touchpoint
Trained for industry needs
Staffing on demand
Trained for industry needs
on-site service
Client arena offering
May 2018
HHU

31. Change Management needs a clear process to avoid frustration and confusion
Strategy
Design strategy according to the company’s strength and customer demands
Design
Organization
Jobs
Culture
Transition
Preparation for change
Clear communication
May 2018
HHU

32. Relocation assessment
Transition will be communicated and executed in an employee-friendly manner
Transition
Open dialogue
Relocation assessment
Scrum training
Scrum training
Week 1: Management
Intensive assessment about potential relocation of employees
One day SCRUM training for every single employee
One day SCRUM training for every single employee
Week 2 : Teams
May 2018
HHU

33. Fast moving consumer goods
Outlook – Diversification of industry portfolio to mitigate cyclicality risk
Requirements
Railway
Event management
Less seasonal
Not cyclical
Transition needs due to disruptive landscape
Landscape mixed between established and new companies
Fast moving consumer goods
Banking
May 2018
HHU

34. 04
Financials
May 2018
HHU

35. Action plan
May 2018
HHU

36. We advise a venture loan
Initial Public Offering
Unfavorable market environment
Too early
Additional funding round
Dilution of voting rights
Venture loan
Upcoming product low interest rates
May 2018
HHU

37. Risks and contingencies
I. Organizational changes and agile organization will not be accepted by employees
 Set up holistic change management plan
II. Clients expect industry focus on Beekeeper
 Specialized teams with industry experts
III. Data security concerns of stakeholders
 Ensure alignment with DSGVO
Likelihood I.
II.
III.
Impact
May 2018
HHU

38. Clearer responsibilities Split between core product and industry
Wrap-up
Requirements
Frustration and confusion
Clearer responsibilities
Pace slowdown
Agile organization
Complexity increase
Split between core product and industry
May 2018
HHU