Beekeeper – Grow healthy - PowerPoint Presentation

Beekeeper – Grow healthy Presenting to:Christian Grossmann, Founder of Beekeeper Presented by HHU Consulting:Lukas GroteIna JonalikJohann WieboldLina Zaika May 2018 HHU

Problem Statement May 2018 HHU2What to tackle?Continue the growth path while overcoming the VUCA challenges

Recommendation May 2018 HHU3What to tackle?Continue the growth path while overcoming the VUCA challengesHow to solve?Transform Beekeeper into an agile organization that is able to serve diverse industry needsSet up Scrum teamsFocus on core industries: Hospitality, Manufacturing, Retail (Short - to Mid - term)Scale approach to more industries (Long-term)

Agenda 01 Situation Analysis02 Strategic Alternatives 03 Implementation04 FinancialsMay 2018HHU4

May 2018 HHU 501Situation Analysis

Only highly efficient organizations can overcome the VUCA challenges V olatilityUncertaintyComplexityAmbiguityChanging costumer needsChanging stakeholdersTechnology disruptionNew players disrupt industriesOrganizational growthMore communication lines Individual customer needs Demand for personalization BE BRAVE KEEP IT SIMPLE BEE PROACTIVE BEE OPEN BRING OUT THE BEST IN EACH OTHER

Beekeeper currently serves a broad base of cyclical industries with limited personnel May 2018 HHU7TotalEmployees118 (vs. 15 FY 2015)Engineers15 (vs. 2 FY 2015)

Beekeepers three core industries are hospitality, manufacturing and retail Seasonal industry May 2018HHU8HospitalityRetailManufacturing80% of revenue 20% of revenue Other industries High turnover rates Many off-desk employees

Much effort is needed to coordinate the three independent engineering teams May 2018 HHU9One employee experienceDashboard & AnalyticsSecurity & Integration User focus Client focus Technology focus

Key Issues May 2018 HHU10Satisfy industry specific needsEnsure efficient org structureEnable employees to show their full potential

May 2018 HHU 1102Strategic Alternatives

To grow healthy, a clear decision regarding the industry and org structure is necessary May 2018 HHU12Industry decisionDiversificationIndustry focus1. Decision: Industry decision Oganization structure Agile organization Functional organization 2. Decision: Organization structure

First, it needs to be decided whether an industry focus or diversification has the most potential May 2018 HHU13Industry decisionDiversificationIndustry focus1. Decision: Industry decision Organization structure Agile organization Functional organization 2. Decision: Organization structure

Beekeeper could either decide for an industry focus or continue with diversification May 2018 HHU14Industry focusDiversificationFocus on one of the three core industriesStrengthen organization and employee commitmentAim to be the leading service provider in one industryGrow with industry pace Embrace and leverage current client baseSet apart from competitors by enhancing future industry portfolio 1. Decision: Industry decision

Three criteria have been selected to make the industry decision May 2018 HHU15Growth potentialOrganizational feasibilityCultural fit to Beekeeper 1. Decision: Industry decision

Beekeeper could either decide for an industry focus or continue with diversification May 2018 HHU16Industry focusDiversificationGrowth potential Organizational feasibility Cultural fit to beekeeper High Medium Low 1. Decision: Industry decision

Diversification of the industry portfolio ensures growth and leverages Beekeepers current clients May 2018 HHU17Industry focusDiversificationGrowth potential Organizational feasibility Cultural fit to beekeeper High Medium Low 1. Decision: Industry decision Grow with industry pace and stay disruptive

Beekeepers three core industries are hospitality, manufacturing and retail May 2018 HHU18HospitalityRetailManufacturingDiversification by leveraging current core industry portfolio Diversification Identify further industries based on selected criteria Short- to Mid-term Long-term Seasonal industry High turnover rates Many off-desk employees

Based on the decision to keep a diversified portfolio, a suitable org structure will be selected May 2018 HHU19Industry decisionDiversificationIndustry focus1. Decision: Industry decision Organization structure Agile organization Functional organization 2. Decision: Organization structure

Based on the decision to keep a diversified portfolio, a suitable org structure will be selected May 2018 HHU20Functional organization2. Decision: Organization structureAgile organization+- Well- structuredClear responsibilities Functional expertise and competencies Slower processes More suitable for traditional businesses + - Fast reaction possible Diverse teams Highly-product focused Change will take longer Potential mis-communication due to cross-functional employee background

An agile organization enables Beekeeper best to continue a healthy growth May 2018 HHU21Functional organization2. Decision: Organization structureAgile organization+- Well- structuredClear responsibilities Functional expertise and competencies Slower processes More suitable for traditional businesses + - Fast reaction possible Diverse teams Highly-product focused Change will take longer Potential mis-communication due to cross-functional employee background

As an agile organization, Beekeeper can continue to grow with a diversified portfolio May 2018 HHU22Industry decisionDiversificationIndustry focus1. Decision: Industry decision Organization structure Agile organization Functional organization 2. Decision: Organization structure

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

May 2018 HHU 2403Implementation

Cross-functional teams Self-organized teams Daily face-to-face interactionContinuous delivery of potentially shippable productsWhat does agile working look like?May 2018HHU25Every 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

Working agile results in benefits for the organization May 2018 HHUEmployeesProductsCostumersOrganization26 Increased motivation due to continuous improvement of ways of working Opportunity to work creatively Personnel development opportunities Continuous delivery of product increments Continuous improvement of the product Adaption to product needs Costumer feedback is incorporated Faster time-to-market Healthy scalability

In a Scrum Team every role has responsibilities and communication is supported May 2018 HHU27Product Owner (PO)Communicates with the stakeholdersHas the product visionResponsible 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 Events: Daily Planning Review Retrospective

Main teams at HQ, local sales and marketing staff May 2018 HHU28SFLondonBerlinZurichSales & Marketing Sales & Marketing Sales & Marketing HQ main teams TBD Sales & Marketing

We envision an agile organization with dedicated sales & marketing teams May 2018 HHU29Management BoardSupport functionsCore scrum teamHospitality scrum teamRetail scrum team Manufacturing scrum team New scrum team Sales & Marketing SF London Berlin TBD 1 SM 1 PO 6 Dev. As first industry team As first industry team 1 SM 1 PO 3 Dev. Agile Coach

We envision an agile organization with dedicated sales & marketing teams May 2018 HHU30Sales & MarketingSFLondonBerlin TBD Single clients touchpoint on-site service Staffing on demand Trained for industry needs Trained for industry needs Client arena offering

Change Management needs a clear process to avoid frustration and confusion May 2018 HHU31

Transition will be communicated and executed in an employee-friendly manner May 2018 HHU32TransitionOpen dialogue Week 1: Management Week 2 : Teams Relocation assessment Intensive assessment about potential relocation of employees Scrum training One day SCRUM training for every single employee Scrum training One day SCRUM training for every single employee

Outlook – Diversification of industry portfolio to mitigate cyclicality risk May 2018 HHU33RequirementsLess seasonalNot cyclicalTransition needs due to disruptive landscapeLandscape mixed between established and new companiesFast moving consumer goods Railway Event management Banking

May 2018 HHU 3404Financials

Action plan May 2018 HHU35

We advise a venture loan May 2018 HHU36 Initial Public Offering Unfavorable market environment Too early Dilution of voting rights Additional funding round Upcoming product low interest rates Venture loan

Risks and contingencies May 2018 HHU37 Impact Likelihood 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 I. II. III.

Wrap-up May 2018 HHU38RequirementsFrustration and confusionClearer responsibilitiesPace slowdown Complexity increase Agile organization Split between core product and industry