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COMPANY REBUILDING
Moving into a new dimension of value creation
Version 1.0 – July 2018

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WHAT DO THESE COMPANIES HAVE IN COMMON...?

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Innovative &
Creative
Top Talents
Robust & Agile
Self-organizedScalable
Outstanding
growth
Purpose Driven
…THEY ARE THE NEW DIGITAL CHALLENGERS:

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A POPULAR MISUNDERSTANDING
The Titanic is unsinkable.

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A POPULAR FALSE ASSUMPTION
640 KB should be enough for
everybody.

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"In 2 to 3 years,
many of today's
accelerators and
innovation labs will
be closed due to lack
of success."
… lead to a layer of
clay that suffocates
every innovation by
rules and processes.
According to a study,
83% of all PMI
processes fail.
90% of all start ups
fail.
… silt up after 3
years and must give
way to the next
initiative.
Source: 90% Of Start-Ups
Fail. Forbes, 16. Jan. 2015
Source: Detecon
Transformation Analysis,
2015
Source: 83% of Mergers fail.
Forbes, 27. Jan. 2015
Source: Capital Study
„Digital Innovation Units“,
2017
Transformation
initiatives
Spin-off of
digital business
models
Mergers
Well-organized
headquarters
Digital Labs
GREATEST MISUNDERSTANDINGS OF OUR TIME
Source: Detecon
Transformation Analysis,
2015

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Realization:
Current strategies are
jumping short!

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The company was split
into 2.000 Microcompanies
organized in a fluid network
structure.
Gore relies on a self-
organized network instead of
hierarchy
14 autonomous subsidiaries
and control through principles
at the meta level
• Household appliances
company
• Employees: 70.000
• Founding year: 1984
• Chemical company
• Employees: 9.500
• Founding year: 1958
• Financial service provider
company
• Employees: 1.000
• Founding year: 1999
COMPANIES THAT MANAGED THE CHANGE
SUCCESSFULLY

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How can you manage
this jump
successfully?

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ECOSYSTEM
OUR SOLUTION: COMPANY REBUILDING
COMPANY
Nucleus
NEW WORK
Partner
Clients
Freelancer

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Ecoystem
COMPANY
Nucleus
NEW WORK Partner
Clients
Freelancer
Our approach is based on
the principle of cell division.
The Company ReBuilding
approach enables companies
to be both dynamic and
innovative. The focus is on
the creation of new
transformational products
and the associated use of
network effects. The
implementation is split into 5
phases (Initiate, Create,
Realize, Grow, Split).
OUR SOLUTION: COMPANY REBUILDING

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INITIATE
CREATE
REALIZE
INITIATE
CREATE
REALIZE
GROW
SPLIT
OUR PROCEDURE MODEL

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INITIATE
CREATE
REALIZE
INITIATE
CREATE
REALIZE
GROW
SPLIT
INITIATE
Through a detailed internal and external
environment analysis, the status quo will be
determined and the sense of urgency (especially
at Top-management level) validated. Specific
requirements (skills, potential, etc.) for a potential
high-performing team were derived from the
clearly defined task (new, digital business areas,
etc.). Initial hypotheses and framework conditions
for the design of the (digital) ecosystem have
been defined.
CREATE
The members of the high-performing team will
be selected (challenge/ platform). This creates
the stem cell for the newly created ecosystem.
The team has developed a clear vision that adds
to a specific customer benefit (value). The team
has defined a common set of values and rules for
collaboration (platform) that avoids waste. In
addition, criteria for the process of cell division
were determined (nucleus DNA). A concrete New
Work Blue print is available. With the first
prototypes, which follow the principle of
transformational products, the foundation for
the market approach was created.
THE 5 PHASES IN DETAIL

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INITIATE
CREATE
REALIZE
INITIATE
CREATE
REALIZE
GROW
SPLIT
REALIZE
The first steps of market-oriented, operational
implementation are initiated and implemented.
Based on the vision, a business model is
designed together with customers and
partners and evaluated by the customer (Lean
Startup). The value-added processes were
established together with partners and in co-
creation with customers and optimized on an
ongoing basis. A value-based management
model was implemented and used to identify
growth potential and limits. These form the
basis for deciding whether the business model
can be scaled sustainably.
GROW
Based on relevant market changes, the
business model and vision were continuously
adjusted to the specific value contribution to
customers and employees. All processes that
do not contribute value have been rejected.
On the basis of a comprehensive evaluation,
necessary resource adjustments were made
(in particular resource development). The cell
division rules formulated in phase 2 have been
concretized. A concrete cell division blue
print is available.
SPLIT
The time of cell division has been reached and
the cell has been split (e.g. due to a size rule
(Dunbar) or due to a specific, new customer
requirement). All information generated in the
ecosystem is processed in the form of
lessons learned and made available to the
stem cell (self-learning organization).
THE 5 PHASES IN DETAIL

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SPLIT
Analysis generated
Information
GROW
Resources Check
Market change analysis
Trend analysis
Target group analysis
INITIATE
Business Model
analysis
Risk analysis
Generation of
hypotheses
Derivation of the need
to change
Target group analysis
Market analysis
Trend analysis
CREATE
Vision development
Nucleus & Team-
Forming
New Work Blue-Print
Prototyping
REALIZE
Resources Check
Validation of business
model
Improvement of value
creation
Potential assessment
DIVIDING THE PHASES INTO STEPS (OVERVIEW)

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…as it is the starting point for the first
promising products and business models.
Focus on the NUCLEUS-TEAM…
…of the rest of the organization to promote
optimal results from the nucleus.
Protection from the IMMUNE SYSTEM
… according to the Motto: “Execution of
scalable ideas matters.“
Focus on EXECUTION…
…as the basis for every other cell in the
ecosystem.
NEW WORK in the core…
… stands for generating benefits for
employees and customers. If this is not the
case = consistently abolish.
The DOUBLE HELIX…
…for other value creation partners, such as
customers, talents and top experts.
VISION as a magnet…
… means to distribute tasks (e.g. recruiting,
commercial topics) as roles among the
employees.
Zero OVERHEAD…
…ensure that all cells are easy to organize &
have the same values.
CLEAR RULES instead of Chaos…
COMPANY REBUILDING – THE PATH TO SUCCESS

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BUSINESS MODEL / BUSINESS ECOSYSTEM
NEW WORK
VALUE MANAGEMENT
ACADEMY
DESIGN
THINKING
AGILE
COMPANY
BUILDING
CUSTOMER
EXCELLENCE
FUTURE
COMMUNI-
CATION
FUTURE
TRENDS
COMPANY REBUILDING – CONNECTING THE DOTS …

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NEW WORK
Members
The Approach Subject Areas
Our approach is based on the dimensions
"People, Places, Tools", which are equally
relevant & must be designed as a unit. A
congruent overall picture that fits the
company, its current situation and strategy.
This framework must be defined, designed
and accordingly defined in the 4th dimension
(Principles & Regulations). The aim is to re-
build the organization in the direction of a
new culture that enables change & promotes
working across silos.
• Integrated transformation support
(development and implementation of a
comprehensive change and
communication framework)
• Development of a vision for future work in
the company, development of use cases
and personas, survey of needs analysis
• Preparation of sample company
agreements, guidelines for IT equipment,
room layout
• Development & implementation of New
Work formats for cultural change
COMMUNITIES OF PRACTICE AT A GLANCE

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FUTURE TRENDS
Members
The Approach Topics
Company ReBuilding can and will be different
for every company. But a lot of trends influence
and change almost every industry – from
Industry 4.0 to New Work or Artificial
Intelligence. No customer can reinvent the
wheel over and over again by himself. This
makes it essential to deal with these trends in a
systematic way. Companies can build on our
extensive Detecon knowledge and learn from
other industries, who have come a longer way
along the digital transformation. Our asset: We
combine methodical knowledge with unique
content from global trend scouts with a modern,
easy to use, tool.
• Trend Workshop: We are helping our clients to
systematicly understand and prioritize new
trends as well as deduct concrete measures.
• Trendradar: With our Trend Radar, our clients
are gaining access to over 400 trends and
countless inspirations.
• Telco-Radar: We aggregate the 1000 most
important Start Ups for Telcos in a easy-to-use
structure – with our data being constantly
actualized. (Live!)
• Start-Up-Scouting For almost every problem,
there is a Start-up dealing with it – we find it for
our customers.
OVERVIEW OVER THE COMMUNITIES OF PRACTICE

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VALUE
MEASUREMENT &
STEERING LOGIC
Members
The Approach Subject Areas
When is a nucleus successful? How can you
tell whether you have chosen the right path,
invested in the right topics? Which indicators
can be combined and how to make the
development and value creation of an agile
reorganization visible individually and
precisely? Where and how do control and
impulses have the right effect?
For these questions we develop and
combine solutions for our customers - from
all relevant perspectives, along the life cycle
of a nucleus.
• Minimum Viable Steering - as much
impulse as possible, as little control as
necessary
• Multidimensional approaches and Metrics
for Measuring value and success in the
nucleus :
• Qualitative and quantitative
• Short-term and long-term
• Internal and in the Nucleus-Network
• People and product oriented
• Combination of the right indicators,
depending on the re-building phase
COMMUNITIES OF PRACTICE AT A GLANCE

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DESIGN THINKING
Members
The Approach Subject Areas
Design Thinking is user-centered & focuses
on people. Therefore the process & the
(creative) methods are based on empathy &
changes of perspective.
Design Thinking can be used for product &
service innovation and for the development
of (digital) business models. It requires &
promotes a New Work mindset: curiosity,
openness to results, freedom of hierarchy &
experiments are encouraged in the process
& lead to a further development of the
innovation culture.
• User & Stakeholder Mapping, User
Research Planning, Creative Reframing,
Circles of Influence
• Qualitative User Research, Empathy
Mapping, Cultural Probes, Guerilla
Observation, Analogue Worlds, Shadowing,
Persona, Customer Journey Mapping
• Ideation, Brainstorming Techniques,
Learning from other Brands, Rapid
Prototyping, Storyboarding, Mock-Ups,
Business Model/Value Proposition Canvas
• Golden Circle
• Digital Prototyping, UX Design
COMMUNITIES OF PRACTICE AT A GLANCE

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AGILE
Members
The Approach Subject Areas
1. Analyze: Inventory analysis along agile
values & principles. Identification of
strengths and weaknesses and initial
prioritization of agile options for action
2. Individualize: Adapts the agile approach to
the specific company & takes aspects
such as corporate culture, markets,
products or goals into account
3. Accompany: Agile trainings as impulse
generator & agile coaching in
transformation
• Nurture Agile Methods
• Enabling continuous learning
• Providing the right work environment
• Providing agile coaching
• Supporting communication and
collaboration tools
• Employee Take along
• Promoting flat hierarchies
COMMUNITIES OF PRACTICE AT A GLANCE

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ACADEMY
Members
The Approach Subject Areas
We are convinced that the ability to learn for
companies is more than ever the key driver
for sustainable growth. The Academy sees
itself as an enabler of modern and
sustainable learning approaches that
promote lifelong learning and create a
sustainable learning culture in companies.
• New Work
• Ambidextrous
• Design Thinking
• Agile Working
• Future Communication
• Digital Detox
COMMUNITIES OF PRACTICE AT A GLANCE

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FUTURE
COMMUNICATION
Members
Communication has never been easier: an
abundance of platforms, apps & hands-on
opportunities ensure that anyone can
communicate with anyone at any time. It is
becoming increasingly difficult for
organizations to get their messages through
to the recipient. We think that communication
must become more participatory and
democratic. Communicative tasks and skills
have to be spread across many shoulders.
Stories must be told by people, directly,
digitally and authentically.
• Digital Media Strategies (Content,
Medium, Platform)
• Employee Advocacy Program
• Change Communications
• Personal & Executive Branding
• Social Media & Speaker Coaching
• Development Media Skills (Text, Build,
Video, SEO)
• Storytelling
• Working out Loud
• Platforms (Social Intranet, Collaboration)
• Cultural Change Program
The Approach Subject Areas
COMMUNITIES OF PRACTICE AT A GLANCE

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ENTREPRENEUR-
SHIP
Members
The Approach Subject Areas
According to the principle of cell division,
entrepreneurship always comes into play
when it comes to founding a new nucleus.
The prerequisite for this is to anchor the topic
in the company DNA & to have the right
people on board right from the start. In order
to spread an entrepreneurial mindset
sustainably throughout the organization, it is
important to provide the workforce with the
right tools & methods & also to build up a
network beyond the company boundaries.
• Development and care of
Entrepreneurship Initiatives
• Startup and VC Network
• Acceleration and Incubation
• Pitch Training
• Story lining
• Business Casing
• Company Building
COMMUNITIES OF PRACTICE AT A GLANCE

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BUSINESS
ECOSYSTEMS
Members
The Approach Subject Areas
At the heart of each cell is a customer
requirement. Often, however, this can only be
provided with the help of other cells &
partners. At the same time, the latter can also
create valuable offers for specific customer
needs. This not only creates value-added
networks, but also ecosystems that inspire
and successfully retain customers. Both the
overall strategy and the development of
individual business models are tasks in the
context of "Business Ecosystems".
• Digital Business Strategy
• Ecosystem Design
• Market- & Competitor Analysis
• Value Proposition Design
• Business Model Innovation
• Partnering Strategy
• Business Casing
• Product Strategy
• Go-to-Market Planning
COMMUNITIES OF PRACTICE AT A GLANCE

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CUSTOMER
EXCELLENCE
Members
The Approach Subject Areas
Competition in almost all industries has
developed into a battle for customers. In
order to differentiate themselves in the
market, companies today must place the
customer at the center of their value
creation. Customer Excellence means
aligning organization, strategy & processes
holistically to excellent, specified customer
experiences. The customer is the starting
point of all business activities.
• Development and implementation of
customer excellence strategies
• Next Level Digital Customer Excellence:
Maturity-Analysis and Optimization
• Customer Journey (Re-)Design and
Mapping
• Omni Channel Strategy and
Implementation
• Digitization of customer-centric marketing
• Loyalty and Retention Management
COMMUNITIES OF PRACTICE AT A GLANCE

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Sustainable corporate growth
You play out your resource advantages over lively start-ups and develop
your personal growth blue print.
Efficient value creation structures
You free yourself from the clay layer of agility killers and control your value
creation via agile platforms.
Increased competitiveness
You increase your ability to innovate and develop products and business
models that offer concrete added value and really reach the customer.
YOUR POTENTIALS

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Performance Management in the Deutsche
Telekom Group takes place via various systems,
platforms and formats. To prepare for a sustainable
solution, the status the performance management
framework was first identified. In a next step, based
on the results of the analysis, options for an overall
solution were developed and will be successively
rolled out for all employee groups. The new
framework “Lead2Win” was designed to better
comply with today’s fast-paced, dynamic business
and to a collaborative feedback culture.
Deutsche Telekom AG
“Performance Management”
Buildup of our very own internal entrepreneurship
program. We encouraged colleagues to work on
internal challenges given by our top management
in a structured approach to help bring our own
organization forward.
We also provided a platform for one of our
colleagues who wanted to accelerate his business
idea, nowadays known as ‘Airgreets’.
Airgreets
“PitchIT” / “airgreets”
OUR REFERENCES (SELECTION)
PaketChef is one of UQBATE‘s scholars, providing
software to make last mile parcel logistics efficient,
customer centric, and ecological.
Detecon supported PaketChef in marketing,
business development, business casing and
concrete spin-off preparation activities.
Jointly, we prepared and evaluated several
partnering and spin-off scenarios to support the
growth path of the corporate start-up.
PaketChef
“Coaching & Spin-off preparation”

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UQBATE is DTAG’s 3-months Accelerator and
Corporate Entrepreneurship Program empowering
Telekom’s employees to realize their idea. Open to
all employees, the program offers workshops,
networking events and coaching. The program is
designed to act truly entrepreneurial, move fast and
take decisions along customers’ needs.
Detecon is an active member of UQBATE network,
supports on running the batches and developing the
program further.
Deutsche Telekom AG
“UQBATE”
In a one-year process, the project developed
principles, guidelines and an integrated concept for
the cross-brand implementation of innovative
working environments and methods throughout the
Volkswagen Group. This is oriented towards the
dimensions of People, Places, Tools and is to be
applied equally in all 12 brands of the Volkswagen
Group, in part adaptable.
Volkswagen AG
“New Workplaces”
To maintain Daimler’s competitive momentum
Daimler has to become more agile, attractive, and
faster in certain areas of the organization. This will
lead to better anticipation of customer needs and to
faster market times. Swarm-intelligence is an
important competitive factor
Daimler
“Swarm Organization”
OUR REFERENCES (SELECTION)

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In a one-year process, the project developed
principles, guidelines and an integrated concept for
the cross-brand implementation of innovative
working environments and methods throughout the
Volkswagen Group. This is oriented towards the
dimensions of People, Places, Tools and is to be
applied equally in all 12 brands of the Volkswagen
Group, in part adaptable.
T-Systems International GmbH
“Design Thinking (Pain Point) Campus”
The IT Roadmap Office was founded 1.5 years ago
and there was still a lack of clarity about the most
important and value-adding tasks for the diverse
group of stakeholders. Furthermore, the view of the
department is partly negative due to a role that
demands a lot of reporting. The goal was to identify
the most important user needs and develop good
solutions to fulfill them so that all stakeholders and
the department itself see the clear value.
Deutsche Telekom IT GmbH
“Design Thinking Campus IT Roadmap
Office”
The task of Digital & Innovations is to redefine and
strengthen the Deutsche Telekom Group's
understanding of transformation, to establish a
culture of innovation, and to drive forward
digitization, especially in the HR area. Important
tasks are the testing and introduction of HR
innovations as well as the conception and piloting
of suitable formats and methods (e.g. Leadership
Formats, Design Thinking, Enterprise 2.0
Methods).
Deutsche Telekom AG
“HR Digital & Innovation”
OUR REFERENCES (SELECTION)

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Facing the challenge of huge changes in skill
requirements as well as staff reductions and
increases due to digitization and a strategic
reorientation to become leading European telco,
Deutsche Telekom introduced a Skill Management
approach. The approach had to be designed, tested
and implemented. It includes an appropriate IT
Tool, a group-wide skill catalogue, as well as the
interconnection with HRD processes such as
Qualification Management and Recruiting.
Deutsche Telekom AG
“Skill Management”
Daimler is currently transforming from a traditional
car company to a mobility provider: New mobility
concepts, new business models and new
competitors are challenging Daimler in completely
new ways. Connected products need a connected
company. With the introduction of the new Social
Intranet they create the technological basis for
effective internal communication and collaboration,
in order to foster and develop a new corporate
culture.
Daimler
“Social Intranet”
OUR REFERENCES (SELECTION)
… and many more …

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OUR COOPERATION PARTNER

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Lars Attmer
Mobile +49 171 5563358
Lars.Attmer@detecon.com
Karla Blanke
Mobile +49 175 7643276
Karle.Blanke@detecon.com
Christian Hinrichsen
Mobile +49 171 4910565
Christian.Hinrichsen@detecon.com
Volker Rieger
Mobile +49 160 7131031
Volker.Rieger@detecon.com
Michael Spiller
Mobile +49 160 97508245
Michael.Spiller@detecon.com
Verena Vinke
Mobile +49 151 11856948
Verena.Vinke@detecon.com
Marc Wagner
Mobile +49 175 2206049
Marc.Wagner@detecon.com
Philipp Schett
Mobile +1 415 3163389
Philipp.Schett@detecon.com
PRACTICE COUNCIL

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Andreas Penkert
Mobile +49 171 4809337
Andreas.Penkert@detecon.com
Benjamin Weis
Mobile +49 175 9700113
Benjamin.Weis@detecon.com
Joachim Hauk
Mobile +49 160 97265729
Joachim.Hauk@detecon.com
Daniela Drube
Mobile +49 160 96230766
Daniela.Drube@detecon.com
FUTURE TRENDS
Philipp Bodenbenner
Mobile +49 160 90981486
Philipp.Bodenbenner@detecon.com
BUSINESS ECOSYSTEMS &
CUSTOMER EXCELLENCE
Jan Pfeifer
Mobile +49 151 64838264
Jan.Pfeifer@detecon.com
NEW WORK
Roman Klesper
Mobile +49 151 46759132
Roman.Klesper@detecon.com
Eva Hoffmann
Mobile +49 160 5300485
Eva.Hoffmann@detecon.com
VALUE MEASUREMENT &
STEERING LOGIC
CONTACT PERSONS OF THE COMMUNITIES OF PRACTICE
(COP)

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Sarah Süß
Mobile +49 171 1286715
Sarah.Suess@detecon.com
FUTURE COMMUNICATIONS
Margarita Korockina
Mobile +49 175 1599 784
Margarita.Korockina@detecon.com
ENTREPRENEURSHIP
Florian Kraus
Mobile +49 151 23444516
Florian.Kraus@detecon.com
AGILE THINKING
Maike Küper
Mobile +49 151 52579948
Maike.Kueper@detecon.com
Ruben Urbann
Mobile
Ruben.Urbann@detecon.com
Jaqueline Engels
Mobile +49 151 15912019
Jaqueline.Engels@detecon.com
Malte von Hofe
Mobile +49 151 61130748
Malte.vonHofe@detecon.com
ACADEMY
CONTACT PERSONS OF THE COMMUNITIES OF PRACTICE
(COP)

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MEMBERS OF THE PRACTICE

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