Digimind and GEA group joint case study presentation at the Copetitive Intelligence conference CiMi Con. 2016 in Berlin

1. How to adapt a CI project following a
company reorganisation
C A S E S T U D Y
digimind@digimindci
CiMi Con. Evolution 2016

2. Summary
1. Facing a reorganisation: impact on a CI project
2. Before vs after
3. Flexibility to a change
4. Digital transformation
4. Collaboration and sharing: deliverables
5. Risks/solutions
6. Conclusions

3. DANIEL SPILSBURY Account Manager
ARPIT BANKA
Manager Market Intelligence
CI industry expert with extensive experience in the field. He
advises businesses on how to automate their strategic
intelligence process to increase efficiency, productivity and
ensure quality results. He has been working with Digimind
since 2009
Responsible for Market and Competitive Intelligence
Projects for business development, strategy formulation,
and corporate planning. Also responsible for developing,
implementing and maintaining the Digimind- Market
Intelligence System

5. NEW YORK
PARIS
GRENOBLE
MUNICH
SINGAPORE
RABAT
95%
CUSTOMER
SATISFACTION
100+
EMPLOYEES
18 years
of GROWTH
WE ARE PASSIONATE AND GLOBAL

7. INTERNET
360°
ANALYSIS
DASHBOARDS
DISSEMINATION
PROFILES
RELEVANCE
Real time
Monitoring
The One Stop Shop for real-time Intelligence

8. MARKETING
SALES
LEGAL
SECURITY
R&D
PRODUCTION
HR
STRATEGY
Competitors
Online reputation
Events
Products
Clients
Business Development
Regulatory
Fraud & Counterfeiting
Lobbying
Employer brand
Counter intelligence
Security
Risk Management
Political
Patents
Technological monitoring
InnovationSupplier
Methods & Processes

9. C A S E S T U D Y

10. ● GEA is one of the largest suppliers of
processing technology for the food industry
and for a wide range of other industries.
● In 2015, GEA generated consolidated
revenues in excess of about EUR 4.6 billion
and employed over 17,000 people worldwide
● GEA strives to be the world’s leading global
engineering group, supplying smart solutions
for sophisticated industry processes.

11. Impact on CI project
ORGANIZATIONEND USERS
Board
FT ME RT PE
Support
Regions
Head-
Quarter
Former GEA organisation
Support Support Support
Regions Regions Regions
New GEA organisation
Board
Regions/Countries
Global
Corp:
Center
SSC1Equipment
BA
Solutions
BA

12. CI PROJECT BEFORE VS AFTER
Project: SAME
Topics: More topics now
# Users: Doubled
Language: English
Geographical coverage: Increased
Organisation non-transversal
Project not open
End use = access to their BU project
BEFORE AFTER
Transversal organisation
Open project
Global access
*New dashboard image
*New watchlist image
CHANGED THE ACCESSIBILITY OF INFORMATION

14. NEW DASHBOARD

15. FLEXIBILITY

16. DIGITAL TRANSFORMATION

17. COLLABORATIVE ANALYSIS

18. COLLABORATION AND SHARING

19. SOCIAL COMPETITIVE INTELLIGENCE

20. COLLABORATION AND SHARING
----- APPLICATION NEWS
Dairy processing
Dairy farming
Beverages
Pharma
Chemicals
Home & Personal care
REGIONAL NEWS
Global
Asia
Australasia
Europe
North America
South America
Middle East
Africa
WATCHLIST

21. Risks
Solutions
- Identify all the different steps impacted by the change of organization (set up, directory tree, deliverables,
recipients etc). An oversight can have a big impact on the calendar.
- User can get confused/ lost with the changes
- Global project = wider scope = more time consuming
- Define a specification document with all the different steps impacted and define a calendar with all the
associated actions
- New customisation of Deliverables to act on the changes -> GEA Group: new Watchlist template
launched when the new organization was ready in the Digimind platform.
- Internal communication
- Set up a video to explain the change (in project between GEA & Digimind)
- To save time : Automate actions with no added cost (assisted validation, assisted tagging)

22. ● Strategic information & Financial information
● Customer information
● Market information
● Technology information
● Macro information
In conclusion…. GET EASY ACCESS IN ONE PLACE TO:

23. Thanks!
We love questions!
Digimind@digimindci