Boosting sales and service with a digital product portfolio transformation


A leading telecom and ICT services provider, delivering voice and data to consumers and businesses


the Netherlands, 1,500 impacted employees


Change management and communications advisory

boosting sales


One of our client’s Services departments (Assortments and Information Management)  started a transformational project to enhance their web-based products portfolio application. The web-based system had been providing employees on the front lines of the organization, whether in sales or sales support, with daily information about product offerings.

The AIM department embarked on a significant initiative to replace the legacy assortment database PROMIS. Simultaneously, the product portfolio application was due for an upgrade, being time-consuming and complex in user experience. Additionally, the ‘look and feel’ of the application had become outdated and needed a refresh.  An assessment pointed to a two-phased approach. The initial phase focused on essential enhancements to optimize the existing application, followed by consideration of various enhancement options. 

The service delivery employees heavily relied on the product database. The existing process required product managers to submit their offerings, which were then manually entered and managed by AIM and consulted by service delivery and sales employees.  Obviously, this process was characterized by substantial manual effort, data intensity, and an excessive dependence on AIM. Furthermore, product managers were lacking ownership of their products.

With the introduction of a new product catalog, product managers assumed greater responsibility for their portfolios, including the input of product information. In practice, this translated to a significant increase in the number of employees using the new ProMIS application. This transition impacted not only AIM but also the sales organization and the broader business operations, necessitating a new approach to working with the application and new workflows. Additionally, collaboration between Business Units became increasingly critical in this evolving landscape.


The objectives of the project were clear: reduce time to market, standardize IT for cost savings, streamline processes, enhance performance, and elevate customer service. Resistance and scepticism were widely held due to a lack of communications, failed projects and long waiting periods.


No Gaps played a pivotal role in the transformation journey by delivering a strategic set of advisory services, including:

  1. Stakeholder analysis: Identifying key project stakeholders and their interests.
  2. Business readiness assessment: Evaluating the organization’s preparedness for the upcoming changes.
  3. Risk Analysis: Identifying potential risks and devising mitigation strategies.
  4. Communication measurement: Assessing the current and past communication effectiveness both qualitatively and quantitatively.
  5. Communication strategy: Crafting a strategic approach to effectively communicate project objectives and changes going forward.
  6. Communication plan: Providing a detailed blueprint and roadmap for executing the communication strategy.
  7. KPI dashboard: Developing key performance indicators to monitor progress.
  8. Recommendations for new communication tools: Offering innovative communication tools to enhance engagement and effectiveness.

Our analysis and assessments and our advisory services, equiped the sponsor and project team to drive the transformation and engage relevant stakeholders in the implementation.

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