Integrated collaboration is often more efficient: 2 projects as examples

When we close a deal for a client, we put together a team, draw up processes and get started. This happens many times in succession. But staying on our island is not always efficient or budget-friendly. The following two change processes prove that things can sometimes be done better. This also allows us to position ourselves in the market in a unique way.

Integrated approach for VC-HC-HA

For Fifthnet, Unifiber, Fiberklaar and Proximus, we worked on a contract-by-contract basis for many years, with separate dedicated teams for each client. In fact, however, we took more or less the same steps in the fibre roll-out process for those 4 clients – albeit in different combinations.

We therefore compared the work processes of the different teams. Operations Director Tim Vervliet: “We looked at what we could optimise and, above all, at achieving possible synergies. It was quite a puzzle and required a lot of flexibility from all the colleagues involved.”

From the client teams themselves first and foremost, of course. They had to leave their islands to create a single integrated team with sometimes slightly different processes. In addition, colleagues from HR, Logistics, ICT, Fleet and Contract Management also helped to make this change a reality.

Tim: “We now work more efficiently and therefore also more cost-efficiently. For example, we now often combine HC and HA for Proximus customers in one day. This is more convenient for us and for the end customer since there is only one visit. With separate teams, it would not have been possible. But with an integrated team – and thanks to Service Cruiser, our powerful tool – this is perfectly feasible. It also gives us a competitive edge – no other company can offer that.”

Focus on the Orange/VOO contract

We have had a contract with VOO since 2018. We’ve assigned 25 technicians and 5 support colleagues to the project over the years. “However, the contract was unprofitable,” Tim explains. “That had everything to do with the great distances our people had to travel, as the Circet zones were not contiguous.”

“Until Orange took a 75% stake in VOO some time ago,” Tim continues. “For us, this was the ideal opportunity to sit down and renegotiate the contract. Some colleagues from Business Intelligence had fully analysed the project, devised scenarios and calculated them.”

“With results: since April we have been working for VOO and Orange in Wallonia, within one large contiguous zone. The margins are still challengingly small, but we are already out of the red.”

The team now has 60 technicians and 7 support colleagues. In total, more than 50 new colleagues have come on board for this project. Finally, the synergy between the Flémalle and Kontich support teams is another new development. They are now each other’s back-up, which makes working much more comfortable.