Expertise

We provide innovative solutions looking beyond traditional problems
What we do

We realize, don't sell, processes, technology and change

Shaping and transforming the future of large, complex companies is our core business. To accomplish this goal, we have developed vertical skills, acquiring knowledge of strategic context and operational process. Our partners and managers rely on years of experience in their areas of competence. Our X-Mart professionals are experts in providing traditional and, at the same time, innovative services.

Energy & Utilities

Energy & Utilities

Energy is facing intense transformation and its trajectory is uncertain. The spread of renewable electricity and the related drop in production costs, energy efficiency, and price competition, the management of networks and interconnections, overcapacity and shale gas development in the United States are just some of the factors that are impacting the sector. The industry has to deal with the fact that is necessary to create a new social economic balance between different parts of the world. This is in addition to overturning the paradigm, from a centralised and hierarchical system to a distributed system, thanks mainly to renewable energy. Finally it is important to mention digital technology development, able to transform our cities and the entire energy system in ways not yet entirely predictable.

This phenomenon has led to an increase in the number of players in the Energy sector that need to finance and manage large investments to overcome transnational barriers through interconnected systems and to create high value-added services that will improve their economic performance. More than three hundred of Bip’s professionals are operating in this sector. They understand and live these challenges every day by working with their customers within the entire supply chain, creating opportunities for improvement and greater chances of success. This commitment is applied to projects focusing on traditional areas (M&A, post-merger integration, organisational transformation, cost control, operational excellence, optimisation models for the management and operation of networks, trading and risk management). It also focuses on transformation driven by new technologies and the digital revolution (smart grids, smart lighting, smart cities, HEMS, storage, control systems, machine learning, real-time stream processing, big data).
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Technology, Media, Entertainment & Telco

Technology, Media, Entertainment & Telco

The traditional Telecommunication industry no longer exists. Whoever started the revolution enabling the connection of today’s billions of devices has now become a marginal player of in a very different landscape. The new vision needs to leverage capability in disruptive exponential technologies, offering competitive services to retail and corporate clients, buying/producing content at fractional cost and making available hardware and software layers open to integration and adoption.

This exponential, transformational challenge impacts all players. Telco companies will have to re-gain their semi-monopolistic control of infrastructure and close the digital gap with OTT companies, passing from a physical to a full digital relationship with the client. At the same time, content providers will have to develop the ability to “create” multi-channels and multi-device chains of service in which contentise marginal “brick”. This “revolution” also concerns OTT companies, who will have to manage the evolution of the infrastructure needed to deliver more and more bytes, quicker and quicker. Finally, hardware device manufacturers will have to consider their products as the gateway for offering infinite options of services. With this scenario in mind, Bip be quipped itself to move client data, customer interactions and people management from physical to digital, maintaining the consistent evolution of technology (even at this explosive speed), to test and refine the practical adoption of technology and minimise the failure rate of “too big to succeed” projects. Close

Financial Services

Financial Services

Bip’s professionals support financial institutions in tackling the consequences of the financial crisis, assisting them to rethink the way they do business and to adapt themselves to an evolving regulatory environment. A distinguished position, along with deep knowledge of individual customer contexts have, over the years, allowed the team of Bip professionals specialised in financial services to build up project experience in Italian and international frameworks, This has created a solid base, able to transform client needs into innovative and customised solutions.

Financial Services supports clients in seven main areas, leveraging banking and insurance “core” processes: business & marketing (innovation of service models in order to increase revenues and customer satisfaction), finance, administration and accounting (process and CFO instruments optimisation), human resources (talent management, training/coaching and HR processes efficiency enhancement). This is in addition to risk & compliance (risk management optimisation), operations (governance/ territorial network and back office rationalisation and efficiency increases), credits (credit processes re-engineering) and information technology (IT architecture optimisation and program implementation). Close

Public Sector

Public Sector

A Public Sector that is able to anticipate the complex needs of its stakeholders is a prerequisite for the development of advanced social and economic systems, and at the same time is an essential asset for citizens and businesses. Offering new services to satisfy new needs, in a complex environment subject to stringent efficiency, constraints is the major challenge for the public sector at both national and international levels.

Bip Public Sector represents a different point of view for local and national government compared to the traditional management consulting market. We provide services, skills and specific method, thanks to the experience of our 120 professionals. They offer a wide range of integrated services that respond to the complex needs of the Public Sector: strategic planning, organisational change and performance improvement, finance and public spending, human resources enhancement, program and project management, change management, technology innovation. Close

E-commerce, Retail
& Consumer Goods

E-commerce, Retail & Consumer Goods

Retail and Consumer Goods are two of the most dynamic segments in the market and their changes are becoming more rapid every year. Competitiveness is increasing with the international expansion of large retailers and brands into new markets. On the other hand, local players are creating strong, competitive advantage, aligning their local knowledge and experience with higher investment in people development, technology and logistics. At the same time, customers have much more information than before and are becoming even more demanding in their dealings with brands and retailers.

This phenomenon demands huge effort and investment from companies to increase brand awareness, improve customer service and engage customers through a better consumer experience in general. Added to this, companies still need to manage and monetise different sales channels in which they operate in order to maintain the level of growth expected by their shareholders. In this context, Bip stands out in the market due to its experience of over 10 years working with the largest players in the segment, and developing lasting competitive advantage to ensure sustainable growth for its clients. Close

Manufacturing

Manufacturing

Bip Manufacturing was founded in 2005 with the purpose of exploiting the deep expertise in the industrial sector to help our customers move faster in this market; to become more and more dynamic. Nowadays Bip Manufacturing has over 20 professionals who in recent years have served more than 100 leading clients worldwide, developing innovative solutions with other Bip business units.

In order to provide our customers with a service at the highest level, we combine the knowledge gained in the industrial sectors with the functional know-how, being able to effectively transform the business context. For this reason all the consultants working in the manufacturing division of Bip are committed to developing new management techniques and innovative methods for solving problems related to a specific industrial sector. Close

Life Sciences

Life Sciences

Life Sciences are the division of Bip providing innovative consulting services in the Pharmaceutical, Medical Devices and Healthcare industries. Our professionals possess impressive expertise matured over hundreds of projects conducted for major industry players such as: global pharmaceutical, biotech and medical device companies, ministries of health, local and regional healthcare bodies.

The management team of Bip Life Sciences has much experience in national and top management roles for global biotech companies and healthcare providers. Our team integrates unique vertical and multi-functional capabilities that are highly appreciated in industries like Healthcare and Pharmaceuticals, driven by very specific dynamics. Our clients are the headquarters and affiliates of pharmaceutical diagnostic and medical devices companies, operating in Europe and other major global markets. Close

Innovative Services

xScience is the answer of Bip Group to our clients questions on their future. It is a hub that provides professional and managed services, solutions to large complex organizations ready to close the gap created by the exponential evolution of technology and business models. We leverage the knowledge of 5 different sciences to help companies filling the gap:

  • Science of Big Data
  • Science of Ideas
  • Science of Design
  • Science of Transformation
  • Science of Making

Traditional Services

  • CFO Services
    We offer advisory services for management, accounting and finance stakeholders. Our projects promote the end-to-end transformation of reference models, processes and tools for areas focusing on management oversight, performance management, finance operations, accounting, organisation, business assurance and risk management and information systems.
  • CIO & Technology Governance Services
    We provide full support to CIOs and CTOs for today’s challenges. Technology strategy & governance, vendor management, enterprise architecture, to name a few, are the areas in which we collaborate with our clients every day. Our professionals are independent advisors that bring unmatched added value combining deep technology expertise, capability to identify unbiased and practical solutions and the aptitude to operate in the most complex scenarios.
  • CRM & Customer
    We offer a full range of services to support clients in CRM. Our professionals are experienced in designing customer care models for the whole customer life cycle, monitoring experience, defining guidelines to develop new customer centric products or services and identifying improvement strategies. The services offered in this field link with on campaign management and customer operation models.
  • Energy Management
    We shadow the whole Energy Management process, from generation to sales. Our professionals are specialised in the management of electricity generation and in providing predictive analysis on market trends to support trading activities. Bip supports clients also in the identification of energy efficiency measures that can increase the competitiveness of a company's core business, offering flexible and customised cost-effective solutions.
  • ERP Optimisation
    We provide Advisory and Support services suitable for all stages of an ERP systems' life cycle, combining technical and functional expertise with in-depth knowledge of methodologies and experience of IT Strategy in order to deliver the best business integration. In particular, the Advisory Area focuses on the early stages of the life cycle, and the Support Area focuses on both the services necessary for implementation and the services required in post-implementation phases to achieve forecast benefits.
  • Funding Program Management
    We provide an end-to-end service to our customers interested in exploiting funding opportunities, at national and international levels, on innovative projects in all major industry sectors, supporting them in scouting for opportunities, building partnerships, writing proposals, evaluating costs and benefits, managing, monitoring and reporting on funded projects. We also assist funding agencies in programming and the technical and financial management of direct and indirect funds.
  • Human Capital & Organisation – Bip Institute
    We established the Bip Institute practice to support organisations in dealing with workforce challenges and to manage organisational changes. This is because we believe in the importance of human capital within companies. Our professionals offer a distinctive and innovative service model that leverages both the hard and soft components of human resources, supporting companies in aligning behaviours and improving people's performance, in order to achieve the business objectives.
  • Operations & Maintenance
    We are able to fully intervene on the typical Operations & Maintenance macro areas and, in partnership with our clients, to achieve operational “breakthrough”. Our capabilities include dealing with issues such as mobile workforce management, schedule optimisation, asset management, and O&M information systems, contracting and SLAs, warehousing, equipment and materials.
  • Sourcing & Procurement
    Our procurement solutions help our clients to perform strategic procurement management and create value through purchasing. Our methodological approach, in searching for cost saving & quality improvement, covers the following streams: procurement process re-engineering, spending planning & control, supplier relationship modelling, strategic & operational sourcing, green procurement, ICT solutions & procurement tools.
  • Strategy, Business Planning & Post Merger Integration
    We are expert in a wide range of services that cover strategic activities: due diligence for transactions and M&A; competitive analysis & business intelligence; company positioning & business models; strategic plans; organisational structure/governance.

Market Survey: Wind farm management

TASK
The wind industry is going through a period of great change throughout Europe and particularly in Italy. The dramatic drop in energy prices and the gradual reduction of incentives are impacting the investments profitability and greatly limiting the development of new production capacity.
The optimization of plants operation and maintenance activities in this context appears to be the most effective lever to improve the economic performance of the investments already carried out and to enable a new flow of investments in the sector.
As part of the research activities carried out to expand the understanding of the Energy&Utilities sector, Bip intends to deepen the approach to  wind farms management in Italy collecting the direct voice of the operators, who are gradually reviewing their position and their strategies in order to effectively allocate the available resources. With this survey, Bip wants to fully understand the current context of the supply market essential for the preservation of the asset value.
 
ACTION
In collaboration with the German partner Energy Brainpool, Bip launched a survey on management of the O&M activities in Italy, comparing it with the more mature German market. To integrate the information gathered with the online questionnaire, Bip organized interviews in order to explore topics more complex with operators that gave their availability.
 
RESULT
Italian wind market is characterized by operators primarily focuses in Energy industry.
The market survey has enabled Bip to investigate major issues regarding  Operation and Maintenance (O&M) activities of a wind power plant. The analysis has involved a large number of operators with a total capacity that covers almost 50% of total installed capacity in Italy.
The survey has let to deepen different solutions of managing O&M services offered such as the Technical and Commercial Management, considered a strategic activity to control external suppliers, and the outsourcing of maintenance activities.
The analysis also allowed to better understand operators’ view in relation to possible future scenarios of wind farm management, showing not only the current management model, but also the possible scenarios at the end of plant useful life.
 
It is possible to consult an extract of the analysis at the following link.
 
For further information please contact:
Roberto Libero
E-mail: roberto.libero@mail-bip.com
Mobile: +39 335 776 4952
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M&A: implementing a challenging plan

TASK
No M&A is easy, but this transaction was particularly complex. The size of the deal (hundreds of millions of euros), very short timeframe to close (9 months) and the need to have low impact on the business, forced the company to outline a very challenging plan, with no possible contingency. Risks were particularly high for IT: a new data migration system was to be used to move business data from one side to another, but the application had not been tested in the company.

ACTION and RESULT
Such a risky scenario was mitigated by solid IT Governance, which Bip was asked to shape and execute. In a very short time frame we helped our client setup an effective, lean governance model, that led to the successful achievement of the M&A plan with very limited impact on “Business-as-usual” operations.
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NOC Integration

TASK
With the negotiation of a large network between two giants in the Brazilian telecommunications sector, a review was needed of the organisation structure and processes related to NOCs (Network Operation Centres) of the Fixed Network to deliver effective integration between the companies and leverage synergies.

ACTION
In this scenario, Bip was hired to assist the Network Operations’ department in defining and implementing a set of operational procedures for the Fixed Network’s NOCs, aligned with the strategic objectives, and able to support effectively the new integrated organisational structure.

RESULT
As a result, several quick wins were implemented, a group was created dedicated to the processing of VIP customers and a significant reduction in network repair time was achieved through the standardisation and improvement of existing processes.
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Gas Transportation

TASK
The Italian gas transportation operator decided to update its processes and systems for asset management and work force management. The main goal of this initiative (Smart gas) was to increase the quality of the asset management system in order to maintain a high level of infrastructure integrity.

ACTION
In this scenario, Bip was hired to assist the technical department in a re-design of the entire asset management system together with an international benchmarking firm and other asset based companies. Bip supported both the as-is analysis, re-visioning, "to be" process definition and now is involved in smart gas implementation.

RESULT
Bip delivered the new vision for the entire asset management process, defined a new application map, supported software selection and managed more than 15 teams to implement the new asset management system.
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Change Management during CRM Implementation

TASK
To improve the service provided to end customers, a large telecommunications' company in Brazil was implementing a new relationship management tool. Bip was hired to manage and define a strategy for training service personnel at all Brazilian sites.

ACTION
During the project Bip mapped all areas involved with the implementation of the new CRM system in order to understand the needs of each department. After this mapping, training and supporting materials were developed and all procedures affected by the new system were reviewed. The system's implementation was managed by Bip's team.

RESULT
A large number of people attended the training and thanks to the quality of the developed training approach and materials a significant reduction in peoples learning time was achieved.
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Global Platforms: a Big Opportunity

TASK
Global platforms are an opportunity for international insurance groups to share best practice and reduce cost, just to name a few advantages. Our client, a major international insurance group, decided to design a new “state-of-the-art” global platform for the direct channel that would embed and leverage the best practice methodology developed over the years by local companies.
 
ACTION and RESULT
Bip was asked to be part of an international team of Enterprise Architects, that had to design the new solution and provide guidance on software developers. Our recognised capabilities in Enterprise Architecture, added to the experience developed in the Telco & Media industry, allowed us provide unbiased advice and close supervision of system integrators from “day zero”.
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E-commerce Post Merger Integration

TASK
After the merger of two of the largest e-commerce providers in Brazil, both companies started to face operational problems due to culture and processes’ differences between them, loss of knowledge acquired and technology restrictions that increased with the merge.

ACTION
Bip was hired to ensure the implementation and use of planned for operational synergies and thus help optimise the operational performance of the new company. To achieve this objective, we carried out identification and modelling of synergies, established strategies to capture them, performed gap analyses and benchmarks for market best practice in and redesigned key operational processes in logistics.

RESULT
Thanks to Bip's action, the company reduced the cost of client order processing and dramatically decreased the logistics losses ensuring the quality and efficiency of processes.
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Credit Governance

TASK
Definition and reengineering of all Credit Management Processes.

ACTION
Bip supported the client to assess the existing credit processes (e.g. billing, collection, and fraud management), identifying the critical issues and defining the appropriate improvements. The deep experience we have matured in this area, coupled with our ability to execute, allowed the client to completely reengineer their strategic credit-related processes in terms of ownership, and effectively deploy the target design. Additionally, Bip introduced a new evaluation model based on the customer’s activities and profile, to estimate the risk related to credit exposure, and consequently possible losses.

RESULT
Assessment of 20+ credit processes; +40% saving of fund provision for bad debts; 25+ improvement actions.
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ICT Service Catalogue

TASK
As part of the transformation process that was taking place within ICT Governance, our client intended to pursue operational excellence improving business continuity levels.

ACTION
With this aim, a catalogue of the ICT services was modelled by Bip, providing a top-down view from the business process to the supporting infrastructure. By tracking all the dependencies between each business service and the supporting software and hardware assets, the service catalogue enabled the proactive monitoring of the components that are required to deliver each service, allowing the client to take proper actions to mitigate the risks of service outages.

RESULT
The service catalogue was designed and implemented in 4 months; 200 business services were documented from afunctional and technical perspective; More than 1.000 software and hardware assets required for service delivery were mapped.
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Digital Strategy to Improve Efficiency

TASK
Our client reached out to Bip to design a digital strategy, with the goal also of identifying potential opportunities provided by digital technology in terms of processes and resources efficiency.

ACTION
Bip defined the new strategy taking into account the strong link the Group has via its branches in the territory, leading our client to fully realise the digital opportunity by identifying both bank employees & customers’ needs. Our team identified the main customer journeys and took national and international industry benchmarks into account, coming up with a series of initiatives implementing a new vision. To further facilitate cultural change within the Bank, Bip proposed, and then managed two co-design workshops with the client’s top management, whose goal was to facilitate buy in of the strategy and product roadmap.

RESULT
Defining the strategy for the client resulted in an increased relevance to the client need and helped reduce operating costs by the digitalisation of back-office processes. Additional results included our client acquiring new customers via digital channels and repositioning FTEs from BackOffice activities to and allocating them activities with higher client's benefits. Rationalisation of the digital product roadmap and starting the process of business change towards digital were among the wins our client benefited from.
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Entry Strategy in Emerging Countries

TASK
In line with a strategic plan aimed at evaluating the entrance in emerging energy markets, the client decided to analyse countries of interest and design a consistent roadmap.

ACTION
Bip was involved in energy market analysis in terms of: electricity generation potential evaluation, TSO analysis, analysis of the regulatory framework and the definition of the roadmap for the entry into the countries of interest. In particular, Bip drafted an “end to end” service catalogue (from start-up to the construction and connection of the renewable plant) including the sourcing strategy definition and the scouting of suppliers. This was aimed at defining priority activities to be implemented to quickly enable business operations. Bip was also responsible for supporting the client in the start-up of 3 new countries.

RESULT
The project gave the client a clear picture of new markets and a defined a methodology and turnkey catalogue which addresses business operations in an emerging market, applicable in all countries of interest.
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Operational Risk Management in Oil & Gas

TASK
Following the start-up of a new upstream oil & gas business unit, the client needed to develop a risk management model to evaluate and quantify the operational risks deriving from its upstream asset. This model needed to be integrated both in the Asset Lifecycle Management System (ALMS) and in the group Operational Risk model.

ACTION
Bip was hired to improve the ALMS (suggesting the principal adjustments to be performed in accordance with the new model and following a benchmark of the industry's main players); map the operational risks (divided into lifecycle phases risk classes and impact areas); develop a risk management framework including the calculation logics (customisable according to the asset characteristics) and its support tool to quantify the overall asset risks.

RESULT
As a result, the revised Asset Lifecycle Management Systems helped the client to streamline operations and decision making processes. Furthermore the risk model provided an assessment of the risk value useful for supporting the investment decision.
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Mystery shopping campaign

TASK
After having invested heavily in the digitisation of processes of its sales network, made up of thousands of independent agents, an insurance company needed an effective way to assess “in the field” the results of such an investment. Ideally, the assessment would gather unbiased feedback from agents, providing a country-wide picture, in a fast, inexpensive way.
 
ACTION

Bip suggested a crowdsourced approach based on an innovative digital platform for mystery shopper.

RESULT
In four weeks Bip designed the mystery shopper campaign, launched it on the platform, collected country-wide results and provided key findings and details. Since then, Bip has been helping the company in many other crowd-sourced assessments with the same model and quality of outcomes.
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Vendor Management

TASK
The top management of an IOC (International Oil Company) needed to enhance the quality and knowledge of the supplier base, with the aim of improving the total cost of ownership of the material and services supplies.

ACTION
Bip was engaged by the corporate procurement department to redesign the whole “supplier life cycle management” model, in terms of process, organisation and systems: market intelligence, vendor qualification, feedback and vendor rating. Bip was also hired to support the change management and transformation program.

RESULT
As a result, new vendor management model and several quick wins were implemented such as methods and tools to scout the supplier market, to map and classify vendor technical capabilities cross the different categories of supply for global/regional markets, to score and rank vendor performance within the contract.
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BPR Supply Chain & ERP Replatforming

TASK
Our client needed us to help them overcome obstacles in integrating their supply chain and finance processes, to optimise operations and rationalise their vendor portfolio.

ACTION
Bip led the migration of the existing ERP system onto new platform and the transformation of the existing processes by providing a vendor-independent PMO, able to set, promote and control the usage with an Agile PMO methodology. A must-have for the Finance team was better control of the various vendors’ performance and activities. Therefore, among the requirements, we insured vendors were capable of constantly updating and aligning their business through accurate reporting and dedicated user demos. We also designed a specific workshop format to guarantee compliance of the re-designed processes with respect to corporate guidelines.

RESULT
Bip support also extended to cover budget planning, risk assessment and multiple vendor management, to control all the project activities that allowed our client to improve performance in a multinational and global environment. Through planned collaboration, we ensured the client had constant involvement of the business during the project phases and work side-by-side with the suppliers.
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Meeting Customers' Real Needs

TASK
A major international broadcaster had serious issues in terms of growth in call centre costs due to the low permeability of their assistance/self-help area and its  weak self-support tools.

ACTION
Bip stepped in and ran an assessment of the client’s customer use cases, identified key “cross industry” best practice as a benchmark and ran an in-depth analysis of the call centre’s performance. Finally, interviews with customers were held to identify their main needs and help define a new strategy. Our consultants redesigned the website information architecture, moving from a “technology centric” approach to one that focused on the real customer needs, shaping the business case and successfully implementing an incentive plan that encouraged operators to direct clients to the web.

RESULT
As a result, our client witnessed a reduction in call centre traffic (Est: 2% a year), a reduction in the duration of the calls (thanks to a revision of the troubleshooting processes) and a further reduction in client churn thanks to the redesigned website sign-up pages. Our client reported an improved global NPS with an increased up-selling of bundles thanks to higher visibility of the NBA offers.
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Bill to cash – Credit Management

TASK
Helping the client cope with  progressive deterioration of expired credit in relation with generated turnover (particularly in the Mobile environment) and with inefficiency in operating activities of end to end credit cycles due to unstructured clustering of customers, high operational complexity and lack of analysis tools and automated reporting.

ACTION
Bip’s intervention can be articulated for various operating areas which can be summarised in the following points:
-A complete overhaul of clustering logics of customers
-The optimisation of management action plans credit recovery through the introduction of alternative channels of contact to the customer
-The introduction of efficacy analysis for performance monitoring of operating structures (in-house and outsourcing)
-The implementation of structured and automated reporting

RESULT
Improvement in collection capability (+2,2%); Improvement of credit curves (-1,1% Fixed, -2,8% Mobile); Reduction in the credit expired stock (-35%); Credit reduction by first invoice (-68%); Reporting automation resulting in FTE saving for analysis activities payments.
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Carve Out of the Pay TV Business

TASK
A national video broadcaster was carving out the Pay TV business unit to form an independent company. The Pay TV IT department needed to identity and manage every impact on processes, systems, contracts and agreements, organisation and responsibilities caused by this planned change.

ACTION
Bip supported the customer by providing a tailored change management framework that allowed quick and exhaustive identification of every constituent in the change. Every item was then analysed with the relevant stakeholders to evaluate the possible carve out strategies, and agree on the most appropriate ones. Thanks to Bip’s expertise, the customer was able to focus on the most important decisions before the carve out execution, deferring non-critical ones. After the carve out execution, Bip offered its continuous support to address every deferred non-critical item to finalise the carve out position, and fine tune the new organisation and its processes. Bip’s role had been critical in speeding up the process and minimising the risks usually associated with this kind of transformation.

RESULT
201 systems involved in the evaluation, belonging to 75 functional areas; 80 active agreements with 20+ suppliers were evaluated and reviewed; 30+ IT governance processes assessed; 450+ technological assets were considered and mapped.
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Predicting customer behavior

TASK
Prediction of the behaviour of a Large Enterprise Customer Base using a predictive analytics tool that processes, analyses and helps to correctly understand, from each customer, a series of signals that indicate churn risk in the near future, exploiting a Machine Learning algorithms application on available Big Data.

ACTION
Bip planned a series of activities to achieve the objective: assessment of available inputs, exit interview of churned customers, data integration into a DataMart, data analysis and transformation to obtain new KPIs that reflect customer behaviour, data mining algorithms implementation and testing, extraction of churn risk indexes and respective causes, loyalty & retention action plan, reporting platform implementation and configuration, and training.

RESULT
Identification of the customer base at risk with 70% accuracy, identification of churn reasons with higher than 50% accuracy, identification of retention actions focused on clusters with high churn probability and higher value, monitoring effectiveness of taken actions; supporting the planning stages for forecast simulation.
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Digitization in the insurance industry

TASK
Digitisation is now a major investment trend for most insurance companies. Our client decided to be a forerunner and began shaping its digital roadmap before its competitors, with particular focus on creating a digital service platform for agents that would gradually replace existing legacy systems.

ACTION
Many challenges lay ahead: how to digitalise the company without disrupting the business? Bip was chosen as a trusted partner for the governance (Enterprise Architecture, PMO, PM, planning & control) of the execution phase thanks to its well-known capability to transform objectives into results.
 
RESULT
Our “hands-on” approach, combined with the decision to staff a cross-industry digital-savvy team mix, and helped our client in achieving all major and minor releases of the program thus becoming an established leader in Digital Insurance.
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PMO for IT Transformation Programme

TASK
Our client was in the middle of a large IT transformation programme, to update all of their applications and systems.  Bip was called in to improve the alignment between Business and Technology.

ACTION
To address this issue, a management strategy scope was put in place, starting from the definition of a shared and consolidated view of the programme to ensure business and IT alignment. This was the foundation on which the rest of the programme was built. Furthermore, our consultants assessed and reported on the overall required effort to identify and address extra-capacity issues. Finally, we set up a scope management process supported by an integrated plan so to include all the different stakeholders, other external programmes and to ensure aligning on milestones. We led the communication and reporting of the programme to ensure alignment on business goals, milestones and key decisions, which included a daily/weekly report of status, achievements, risks and issues. Bip have also set-up and supported a recurrent steering committee with the board.

RESULT
As a result; we helped our client to achieve full alignment on requirements between Business and Technology. We improved board awareness of the programme status and its active support and increased non-IT department involvement in the programme.
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IT Governance – Program Management

TASK
In recent years, convergence of products and services has been a major trend for both Media and Telco firms to increase both sales and retention. But two of our clients, a Telco operator and a satellite Media company, went further: they designed a joint offer that would cross-fertilise customer bases and reduce operating costs such as SACs (subscriber acquisition costs).

ACTION
This required deep integration of business processes and IT systems, henceforth a big challenge in achieving an agreement on contract technicalities with little information on the “still-to-be-designed” solution.

RESULT
That is where Bip’s advisors came into play: our experts helped the two firms in finding common ground on the technical aspects of the contract, so that contract sign-off could be achieved with no delays. Furthermore, the governance support provided by Bip during the execution phase led to the successful commercial launch of the project.
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Refreshing technological assets

TASK
The Insurance business has been going through major changes in recent times, a situation that drives companies to refresh their technological assets. Initiatives to be put in place for this target can be divided into two main categories: on one hand, the design and roll-out of new state-of-the-art platforms, on the other hand, the decommissioning of existing legacy systems.

ACTION
Our client asked us to design an actionable “porting strategy” with the aim to leverage existing and planned digital assets without disrupting business operations.

RESULT
In two months, a team of Life Insurance experts and IT Architects helped the client in assessing and evaluating possible options, including the possibility to leverage non-life digital assets, thus identifying the best way to tackle this challenge.
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Sales Force Automation

TASK
Our client had to improve its sales force management process and asked Bip to help them to redesign and optimise their processes.

ACTION
Bip took immediate action and ran an “all stakeholders” analysis workshop to identify the changes required and their potential business impact. This led to the definition of a Sales Force communication plan and the scheduling of training activities for area managers and sales force employees. This was supported by role specific training guides and corresponding coaching materials for the Head of Sales. In addition, our consultants led and supported the preparation and delivery of “train the trainer” courses and coordinated the activities of the Help Desk to provide effective post go-live support.

RESULT
As a result, g sales force team of a staggering 400 and 25 trainers were fully briefed. The field force was operational was autonomous from the 1st day of Go-Live.
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Launching of an OTTV Service

TASK
According to their marketing strategy, with challenging time constraints, our client intended to launch an innovative “over the top TV” service, which had the objective of targeting new customers and needed to explore the potential behind this proposition.

ACTION
Given the particular market positioning, Bip was selected as the preferred partner for the coordination of the internal stakeholders, varying from ICT, marketing, sales, commercial operation departments and suppliers.

RESULT
Regardless of the strict time constraints, Bip helped the client in the design of the service architecture and the selection of the reference OTTV platform, conducting a tender process. The OTTV service was launched in less than 8 months from the concept definition.
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Operator of the Spanish Electrical System

TASK
With the aim of improving the relationship between the various providers of IT services, the end result would directly improve the quality of services provided to the Organisational Unit. The customer considered it prudent to use Bip to analyse the process gaps.

ACTION
To do this, Bip proposed first of all, mechanisms that allowed better integration between the different suppliers and, secondly, went into detail over the control of the outsourced services, costs and service levels (primarily), and also in the internal management of their own Systems Division.
 
RESULT
As a result, Bip defined and implemented a set of management processes and procedures that helped them to integrate different supplier activities. To improve the quality of services for the business, Bip created a reporting model that allows them to understand and analyse the different services levels agreed between the Systems and the Organisational Units, based on the NSA of their service catalogue, and report the cost of services consumed using an analytical cost model.
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Management procurement and suppliers models

TASK
In order to both optimise and professionalise the services provided by the systems area – buying for their internal customers, our client decided to hire Bip to streamline and transform the contracting model.

ACTION and RESULT
The contracting model for Technical assistance which, until then, accounted for 70% of the contracts, had a high dependence on external resource (2000 external resources from 300 employees) and wide dispersion of suppliers (150 external suppliers),making up 10%  of the contracts. In addition, a cost reduction of between 8% and 15% was achieved, once they concentrated 80% of trading with 20 suppliers.  A management model based on categories and a supplier monitoring model was also created.
Currently, the Management Office resulted from this project is managed by Bip.
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