How to achieve the digital workplace: A conversation with EPRO GROUP

Simon Locher, Business Consultant at MondayCoffee, introduced the Modern Workplace Solution CoffeeNet 365 at EPRO GROUP, an independent group consisting of four Swiss engineering companies. 

The goal was to further standardize and digitize collaboration and make it more efficient within the group and on projects and to merge stand-alone solutions in a user-centric way. Alain Schlunegger, project manager on the customer side and member of the management board at EPRO GROUP, is satisfied with the result. MondayCoffee consultant Simon Locher still speaks highly of the project. A conversation with the customer and our consultant about the requirements for a good collaboration and important success factors when changing working methods.

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Alain Schlunegger (EPRO GROUP) and Simon Locher (MondayCoffee)

Mr. Schlunegger, project management on the customer side is a key success factor for our projects. The introduction of our Modern Workplace solution at EPRO GROUP went really well - because you took on the role of project manager in an exemplary manner, as our Business Consultant Simon Locher says. In your view, what does a project manager need to bring to the table in order to make the modernization of the way we work a success?

Alain Schlunegger: A vision, a hard deadline and a huge commitment.  

Digitization is part of EPRO GROUP's vision and the entire management is behind this vision. In addition to business processes, we also set out to further digitize internal work processes. This is where we picked up with the Modern Workplace project:  

We had only six months to introduce the Modern Workplace solution (under the name EPRONET). On January 1, 2021, the EPRO GROUP companies were united under one roof. We had to take advantage of this opportunity - and it gave us a lot of drive. To accomplish this, one thing was needed above all: commitment - from me personally, from my colleagues at EPRO GROUP, and of course from Simon as a consultant.  

In my opinion, project management is less about professional competence (that's what consulting is for) and more about the will to change things. Of course, you only have the will if you are supported and have the authority to make decisions. That was the case for us.  

Simon Locher: I can only agree with that. Making decisions is so important - you can always make adjustments later on. I would add 'business know-how' to the profile of an ideal project manager. Alain knows every corner of his business. This deep understanding of the business was very helpful. It also allowed us to engage the right stakeholders at the right moment. 

Alain Schlunegger: A decision is better than none. We decided some things at the beginning without knowing exactly what they meant. Because in the beginning, a lot of things are still very theoretical. I was relieved when we then switched to 'doing' and I noticed in the test environment that the decisions were correct and worked. For me, the step from concept to practice could have been even faster. After all, it's only in reality that you can really communicate what's going to be different and demonstrate best practices.

Mr. Schlunegger, you have devoted a lot of time to the project. We are often asked how much capacity such a project requires. Can you quantify your effort in these six months?  

Alain Schlunegger: Between 20 and 40 %. Especially towards the end, it got pretty intense. 

Simon, you also put your heart and soul into it. You felt like an intern at EPRO GROUP. That is not a given for a consultant. What defines a constructive and successful collaboration between consultant and client?  

Simon Locher: Mutual trust is the key. It starts with giving each other the feeling that we are working together towards a mutual goal. Then, of course, there is communication - which can sometimes go beyond business.  

What I also experienced in a very positive way at EPRO GROUP is the evaluation of success and failure. We had successful phases in the project, but also unpleasant issues, which we dealt with constructively. Everyone did their best to solve the problems and continue to pursue the goals that had been set. 

Alain Schlunegger: We are an SME. There is only one direction - forward. And at full speed. Performance orientation is above everything. Simon shared this attitude. 

“We took the employees by the hand and paid great attention to ensuring that they were provided with as much as possible - in other words, they only had to start practicing. ”

— Alain Schlunegger

And are you satisfied with the service, Mr. Schlunegger? What are you particularly proud of when you look back on the EPRONET's launch? 

Alain Schlunegger: Yes, I am satisfied. I was particularly overwhelmed by the broad acceptance. There were some hesitations in the organization about IT projects. Even though EPRONET was not a classic IT project, it was seen as such. 

What did you do differently?  

Alain Schlunegger: We took the employees by the hand and made sure that as much as possible was made available to them - in other words, they only had to start using it. I'll explain this briefly with an example: In our EPRONET, we have project workspaces for handling our projects. There are three different templates for these workspaces. Depending on the size, one of the three is chosen and the new project workspace is created. This is not done by the employee, but by a central point of contact (at the push of a button, by the way) - because when a new project is started, a number of other secondary processes come into play.  

Simon Locher adds: Therefore, for the employees, the processes are clear. They can concentrate on actually managing their project.  

The acceptance of the solution is also due in part to Alain as a role model. His enthusiasm resonated with the others. He also knew the organization so well that he always knew where the heat was and how to calm the waters. In the trainings we held, he was not only present, but he also took an active part. He picked up the participants on the vision, but was also able to answer everyday questions. That gave the employees a lot of reassurance. 

According to you, Simon, EPRO GROUP had committed itself to 'tagging' like almost no other company and had said goodbye to document folders and subfolders. How did you manage to do that? Replacing file servers and folders often proves to be one of the most difficult steps towards a digital way of working.  

Alain Schlunegger: We had optimal conditions for this - the merger of the two companies. Both companies had completely different folder structures. What they had in common: Both were extremely complex. Tagging saved our day, but it also cost me a lot of time. I didn't want to start with just five tags and leave the rest to the employees, but rather provide and pre-structure as much as possible early on. 80% of our work is project documentation - with recurring tags. These had to be regulated.  

Simon Locher: Alain saw the advantages of tagging early on. But more importantly, he also dared to go down the path - and he was even able to convince the 'folder dinosaurs'. Mainly because he thought ahead of the tags. He didn't just make the announcement "starting tomorrow, we'll be tagging," but dove deep into the topic. This meant that even during training, for example, it was possible to concentrate on 'doing' and showing the benefits. 

Mr. Schlunegger, has tagging led to employees finding what they are looking for more quickly today? How do employees benefit from EPRONET?

Alain Schlunegger: Yes, employees can access data and documents more quickly today. In contrast to the past, they always have access to everything, regardless of location. Here we have a clear efficiency gain.  

Today, all applications are integrated in one place and on one platform. In the past, you had to access different apps for different tasks. EPRONET does that for me and provides me for the task at hand with the right app in the background. 

“Today, employees can access data and documents more quickly. Unlike in the past, they always have access to everything, regardless of location. Here we have a clear efficiency gain. ”

— Alain Schlunegger

One example is the planning, conducting and follow-up of meetings. In EPRONET, I do all this in one workspace. In the background, the necessary apps (OneNote; SharePoint; Planner) are automatically provided and used. The information is then immediately available to the right group of participants. 

The meeting functionality is eagerly used in EPRONET. Are there functionalities in EPRONET that you would have expected more of? 

Alain Schlunegger: Yes. We have the possibility to chat (Yammer) on the EPRONET's homepage. That hasn't worked so far. I assume that the users do not want to expose themselves too much. They prefer chatting within Microsoft Teams or project workspaces. We use the start page primarily for CEO communication. 

But you don't just use EPRONET internally; you also invite customers to project workspaces. Have you received any feedback from customers?  

Alain Schlunegger: We only use EPRONET occasionally for our customers, but we have already received very positive feedback. The customers appreciate always having everything at hand in one place. This transparency also creates trust. Of course, there are also 'dinosaurs' on the customer side - people who still prefer e-mail for everything. That requires a little more patience.  

With EPRONET, we have also been able to increase our internal quality standards. In the past, content was freely copied together. Today, it is very clear that we only use the documents on EPRONET.  

Another important benefit is that I can use EPRONET to present the services of all group companies in customer meetings. All companies are mapped on the EPRONET. As I said, we want the most up-to-date information to be available there at all times. This means that I can also pitch the offerings of my sister companies. In the past, this was done on demand: "Could you please ...?" or "I'll send you more documents." Today, this is possible without being asked. 

Simon, CoffeeNet 365 is delivered as an out-of-the-box solution. A kind of house with different rooms that can then be set up as desired by the users. What do you like most about setting up the EPRO GROUP solution? Are there any best practices that you can also recommend to other companies? 

Simon Locher: Definitely the tags, but also the standardized project templates. The effort to achieve a functional workspace should be miminal. We succeeded in doing that.  

Third, clear structures, a common goal, a common plan. This was the only way we could keep to the tight schedule as well as the costs. 

Mr. Schlunegger, EPRONET has been launched. What's next? 

Alain Schlunegger: Our vision extends beyond EPRONET. The digitization of our business processes continues.  

But even with EPRONET, there is still potential for optimization. We are collecting the topics that we still need to address in a central list. In particular, the topic of permissions will still absorb us a bit more.  

In the future, we would also like to integrate quality management in EPRONET and map the processes there - in other words, connect the documents. This also plays a role with regard to ISO certification. But before we look too far into the future, at the moment we are primarily pleased that we have managed to take an important step in the digitization of the workplace – precisely on 1.1.2021. 

INFORS HT: Pioneering in a future-oriented working environment

INFORS HT is in many ways an exemplary SME. What began in 1965 in an empty kiosk in Basel has grown over the years into one of the most important developers and manufacturers of shakers and bioreactors. The family-owned company has a worldwide trading network and seven subsidiaries. Open-minded thinking and the implementation of unconventional ideas have characterized the company's culture since the beginning.

The open-mindedness towards new things also proved itself with regard to the technologies the family business uses for communication and collaboration. INFORS HT was among the first companies in Switzerland to replace its old on-premises telephone infrastructure with the cloud solution Microsoft Teams. As an expert in digitalized work platforms and the configuration of Microsoft technologies, MondayCoffee had the privilege to support them in this transition. We interviewed Pascal Meury (Senior Project Manager) and Julia Brück (Marketing Specialist) to learn more about the implementation and benefits of the new solution.

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Digital working has become very important in the pandemic. At INFORS HT, you were already well equipped because you had a future-oriented solution for digital communication and collaboration in Microsoft Teams. How did you benefit from the early investment in Microsoft Teams?  

Pascal Meury: The transition to the home office took place without delay. Our colleagues were already familiar with Microsoft Teams, as we have been using the solution since 2019. The digital way of working - especially in terms of calling, chatting, collaborating - had already been established. That was a huge advantage. The pandemic made it clear that we had chosen the right solution in the fall of 2018. 

At the time, you decided in favor of Microsoft Teams and against Skype for Business. What was your motivation?  

Pascal Meury: We had to replace the old telephone infrastructure in 2019. The investment in a new solution was unavoidable. However, we had already looked into the topic ahead of time. Our appetite for new technologies led us to look at modern solutions at an early stage. Microsoft Teams convinced us because it was the only solution that combined voice, video conferencing and collaboration. And it could be easily integrated with existing systems using familiar tools. Another important motivator was the requirement that the solution had to be sustainable and easy to manage for our IT. As an SME, we have limited resources at our disposal, and we need to make the best use of them. 

“Our appetite for new technologies led us to look at modern solutions early on. Microsoft Teams convinced us because it was the only solution that combined voice, video conferencing and collaboration.”

— Pascal Meury

And how did you deal with the risk of investing in a rather new technology?  

Pascal Meury: At INFORS HT, we are fundamentally open to new things. We recognized that Microsoft Teams would be the future. The solution covered our needs as an SME and we were prepared to deal with the remaining risk. 

With the introduction of Microsoft Teams, some adjustments had to be made to the IT infrastructure. INFORS HT had to be 'prepared' for the cloud, in a sense. What can you recommend to other companies that still have to take this step (into the cloud)? 

Pascal Meury: To take the step, because it's worth it. Today, we rely on the cloud wherever possible so that we can keep up with developments and offer our employees worldwide a modern infrastructure. At the same time, on-premises solutions would no longer be manageable for our IT, and this is probably similar for other SMEs. The advantages of a central cloud solution, integrated into the Microsoft world, are obvious. 

My recommendation is to know your own systems and processes well, very well, before you go to the cloud. 

“To provide our employees worldwide with a modern infrastructure, we now rely on the cloud wherever possible.”

— Pascal Meury

What did you do right when you introduced Microsoft Teams? What would you do differently today?  

Pascal Meury: We are convinced that we relied on the best solution and the right partner. A small project team dealt intensively with the change in working methods at an early stage. We brought the people involved and affected on board right at the beginning in order to gain a good understanding of the necessary adjustments to the system landscape and the impact on processes, as well as to carry out the necessary training in a targeted manner.  

What would we do differently? Equip everyone who makes a lot of phone calls with better headsets. That might have accelerated the transition from desk phones to headsets. In the meantime, almost everyone has returned their desk phones. 

Does Microsoft Teams cover your needs for modern communication and collaboration today? Or what is still on your wish list?  

Pascal Meury: Yes - our basic needs are covered. But you always have a wish list at the ready. There is still room for improvement when it comes to collaboration with external parties - for example, using Microsoft Teams Live Events for webinars. Or for digital workshops. But there will certainly be new features there soon. And to our advantage, the new functions will be available automatically, without IT first having to perform a system update. 

In your company profile, you talk about an uncomplicated and family-oriented corporate culture. Does Microsoft Teams help you to live this culture even more strongly?  

Julia Brück: A corporate culture develops independently of tools and software. Where there was no good face-to-face exchange before, there won't be with Microsoft Teams. But the solution enables us to communicate more easily - especially with our branches abroad. Today, I can talk to my colleagues in Brazil, North America or Asia on the phone easily and more cost-effectively. Work can be done faster. 

When asked where the greatest added value of Microsoft Teams lies, what would someone from your company say today?  

Julia Brück: Today, if an employee wants to call a work colleague, she doesn't have to switch between her cell phone and landline number to reach the person, because everything is synchronized with Microsoft Teams. And integration with SharePoint Online makes it easy to share documents between branches or even with external parties. I see it in my own work: everything used to be done via email. A document was sent via email, then the phone call followed. Today, everything happens simultaneously and much more efficiently than before.

Simple, fast and sustainable – the way we do business, the way we communicate!

Planzer is an international transport and logistics company.  

Already at the age of 3 years Andreas Pfister loved to play with trucks. Later came the trains. He is still at home in this world today. At the family business Planzer. A Swiss transport and logistics company with around 4,800 employees, 50 locations in Switzerland and 5 abroad. Every day, around 1,400 vehicles, 350 rail cars and 3 cargo bikes transport goods for small and large companies from A to B in a sustainable way.

Employees in the office as well as truck drivers on the road benefit from the 'Work Smart' environment.

Andreas started as an apprentice in the dispatch department - one of the most important departments in a transport company! "It is the linchpin between customers and truck drivers. Many people who work in this department used to transport the goods in the past: a helpful experience or rather a prerequisite for being able to do a good job when planning the tours," says Andreas.

Today, Andreas is responsible for project management at Planzer Support National, develops transport concepts for large companies, prepares offers and takes care of customer support. "It's always exciting when the theory is put into practice - in the go-live of the transport concept," explains Andreas. Will it work properly on the rails and roads?

But how is such a transport concept developed today? "Experts from several Planzer locations and customers must be involved. We used to send the documents back and forth by email, but now we use our online FamilyTable. There we also find all the documents relating to Planzer's own quality management," explains Andreas.

With its standardized structure CoffeeNet 365 provides the necessary orientation. 

The FamilyTable is MondayCoffee's out-of-the-box collaboration software. It replaced Planzer's existing SharePoint environment with the aim of creating a platform that combines intranet functionalities, communication and company-wide collaboration in a standardized tool. Furthermore, the solution aimed at a stronger integration and engagement of the employees, especially the drivers on the road.

"With the FamilyTable, I can set up my workrooms on my own, without spending hours on it. Project members can be easily invited, and if I need information from other projects, I have my pages that I follow just a click away. I like that," says Andreas. The tool with its predefined structure also provides the necessary orientation. "This used to be more difficult with SharePoint," adds Andreas. With his sleeves rolled back and a mischievous smile, he adds: "I have to admit, in the document libraries we still occasionally find ourselves using our old-famous file folder structure, even though that wouldn't be necessary anymore thanks to tags and the powerful search function."

It takes time, patience and practice to change the way we work. But it's worth it. "Our truck drivers post pictures on the road today via the integrated Yammer News Feed directly in the FamilyTable. "This reminds me of my time in the dispatch department," says Andreas. Or maybe of his childhood, when he dreamed of driving a big truck!   

Today, Planzer has a forward-looking working and communication environment.

Focusing on what matters most!

The company Emmi is Switzerland's largest diary processor.

Everywhere and anytime. This is what many people expect at work. Employees also work increasingly with colleagues and externals without sitting anywhere close to them. However, it has become crucial to collaborate efficiently, easily and in a professional manner to achieve the defined objectives. A case in point is the introduction of a company-wide ERP system. 

Lukas Fischer, project manager in the Corporate Development team at Emmi, Switzerland's largest dairy processor, was part of the successful implementation of their new ERP system based on SAP between 2012 and 2017. The certainty that Emmi would not be able to deal without an integrated ERP system was matched with equally large respect: this was a huge project with many unknown factors at the start. 

Lukas Fischer implemented, with the help of EmmiNet, a new ERP system at Emmi.

"Every core process is affected by the introduction of such a system: countless stakeholders, countless meetings, and a never-ending number of new people who have to be onboarded and get involved as quickly as possible," explains Lukas Fischer the situation. “How can we make sure that everyone in the project team is connected intelligently and that we do not have to spend too much time with administration and IT issues?” These were the questions the project team had right from the beginning. 

Efficient collaboration – agile progress 

Questions that were easy to answer at Emmi. As early as 2009, Emmi started to facilitate the company-wide collaboration across its various businesses. "We wanted to enable our employees to become more efficient and agile in their collaboration. Everyone had to be able to access relevant information and existing knowledge quicker and more effectively, as well as to communicate and collaborate digitally with all involved parties, from within the company and with externals. That was the goal. 

EmmiNet - the name of the SharePoint-based solution at Emmi - crystallized as a future-oriented and sustainable platform. Emmi’s operating system was already Microsoft Office at that time, and that had to remain unchanged. Hence, a professional Microsoft-compatible platform had to be found to prepare the company for its digital transformation. 

Every core process is affected by the introduction of an ERP system. Thanks to EmmiNet all involved people in the project were intelligently connected with each other.

No file shares, less emails 

"CoffeeNet, the collaboration solution by MondayCoffee, sparked our interest not just of its original name," the application managers summed up. "We were presented an out-of-the-box and user-friendly platform that allowed us to work more efficiently and effectively, from a collaboration, communication and an enterprise-wide document management point of view. That, of course, was exactly what we needed”, Lukas Fischer recalls. 

File shares and thousands of emails with attachments were gradually becoming something of the past. Needless to say, the project workers needed time to get used to the new way of working. However, they quickly familiarized themselves with the benefits of this collaboration platform and made good use of it. 

The concept and implementation phases of the ERP project were entirely handled over EmmiNet. All project members can access the various documents in virtual workspaces, working together at the same time and from any device. Project updates or meeting notes can be placed at the same location, where the task lists and documents are also stored, "Lukas Fischer explains. "This has helped us to focus on what really mattered." 

The rollout of the ERP project across the entire group will also take place on the EmmiNet as it allows our international colleagues to access relevant information and data quickly and easily. 

Ongoing development 

For Thomas Pizzolato the implementation of CoffeeNet is much more of a business project requiring intense change management.

In parallel to the ERP rollout, Emmi's application managers developed the EmmiNet further and also switched from a on-premise to an online solution, based on SharePoint Online / Office 365. "We focused on user-friendliness, modern and intuitive design, and a strong search function", explains the SharePoint team leader at Emmi, Thomas Pizzolato. 

"We handed over the responsibility for the daily administration of EmmiNet to the business. In other words, they had to decide what kind of workspaces they wanted to use for what kind of topic and with whom”, Thomas Pizzolato summarizes the most relevant change that came with the new development. That’s why adopting the new way of working away from file shares and towards SharePoint technology is not an IT project, but much rather a business project with a large change component. "But once the users are familiar with the advantages, they don’t’ want to go back.” Precisely because one can focus on what matters most!

Changing today, means being ready for tomorrow!

For the development of new technologies and products, an efficient collaboration between USTER employees in Switzerland, US, China or India is key. 

Roger Heckly works with data every day; He collects data, combines data, generates information and knowledge to then put it at disposal for his work colleagues. "I help my employer Uster Technologies AG, a leading Swiss manufacturer of measuring instruments for the textile industry, to get easier access to information and knowledge," says Heckly about his role in the company.

For Roger Heckly UsterNet was a catalyst for a cultural change. 

As a key success factor, he sees above all a consciously chosen culture, which promotes collaboration between the globally distributed employees of USTER. "Five years ago, we began to change the way we work together, triggered by the introduction of the collaboration solution UsterNet, based on CoffeeNet and Microsoft SharePoint.” 

New way of working - Top-down 

Whether an employee works in Tennessee or in Suzhou, the company goals must be clear to everyone. This requires, in particular, a direct and easy accessible communication from the CEO. At the same time, there must be no obstacles to effective collaboration between employees in Switzerland, the USA, China or India. These were the objectives of the former CEO of USTER. He initiated the launch of UsterNet in 2011 and personally supported the worldwide roll-out of the platform during the two subsequent years. 

"UsterNet was a catalyst for change. Because it was not enough to just log in to the new tool, we had to learn a new way of working that fit the digital world. In that sense, having the top management as a role model was extremely important", Heckly summaries his observations during that time. 

Historically grown data silos between departments and locations, which too often hindered efficient collaboration, had no right to exist anymore. With the UsterNet, employees were able to create virtual collaboration rooms, so-called workspaces, independently and without IT support. The information stored therein is accessible to authorized persons at any time. "This independency as well as the dismantling of the silos had to be practiced again and again," says Heckly about the most important tasks after the rollout of UsterNet. 

The global UsterNet started as an intranet, a uniform information platform and a hub for all workspaces. But that was only the beginning. 

The digital transformation happens everywhere. 

More services - Bottom-Up 

"This cultural shift continues to affect us today," says Heckly. For USTER, a long-term oriented increase in productivity is a central requirement. "After the UsterNet became an integral part of our daily work and we slowly familiarized with the new way of working, many are now realizing what is still possible." 

Little by little, while using UsterNet, each business unit identified additional areas for efficiency improvements. One example is process-specific knowledge management in global sourcing, product management, textile technology or research & development. Key information, which previously one only got via its own network, can now be found through a central search function. 

"One of the main points was dealing with correct information from the ERP system," says Heckly. Almost in every process there is the opportunity to integrate data from the ERP system, for example key figures on customers, products or suppliers, through UsterNet in the daily work. "This allows employees to work faster and with the right information, of which the source is clearly defined. And this reduces the number of mistakes." 

Another example is Microsoft OneNote. OneNote is now increasingly used as an additional collaboration tool, accessible via the UsterNet. The open format of OneNote complements the features of the libraries for structured document storage, task management or posting news. In informal 'brown bag training' sessions, employees were shown how collaboration can be more informal yet also more effective with the help of OneNote: employee meetings, minutes or brainstorming sessions, for example. 

"Employees have realized that thanks to UsterNet and to changing their way of working, it is now easier to organize and structure the exchange of information , also in teams with colleagues who work on other continents." 

Communication, training and role models 

Change or adopting a new behavior, does not happen just like that. It needs explicit support from top management. It needs training. It needs communication. It needs ambassadors such as Roger Heckly, who recognize early on how a new tool and the right way of handling it can have a positive impact on one’s own work and the organization. "It is still in my interest to remind colleagues that no more documents are sent via e-mail, that there are better solutions for individual excel sheets in UsterNet, or that one can work very well with a search engine, as long as documents are properly tagged. The change of today means being ready for tomorrow - Heckly is convinced about that.

I trust you! Also in the digital world!

BDO has embarked on the journey of digitization early on.

Markus Felber is 49 years old. He takes care of the financial needs of medium-sized customers at BDO, a leading Swiss financial services and accounting firm. Markus Felber knows everything about the finances of his customers. "Trust is our top priority", says Markus Felber. Trust in people; Trust in the handling of data; Trust in BDO's service.

Today, Markus Felber services his customers also on the digital channels.

"In the past, this meant: trustworthy, personal advice, physical archives and regular availability over the phone. Today, it’s different. "Short-term inquiries, often outside office hours, highest security requirements and everything digital! To rely on your fiduciary means much more today! 

BDO Switzerland already addressed the digitization at an early stage. They started with themselves. The workplace of their employees. "Before we offer customers something new, we must have tested it ourselves," says Markus Helbling, Head of the accounting division at BDO Switzerland. In 2010 BDO introduced CoffeeNet alias BDOnet based on Microsoft SharePoint: An Intranet+, and a digitally-oriented collaboration, communication and document management. 

The BDOnet was the first step in our digitization strategy 

With the introduction of the BDOnet, employees were sent to the digital age. "It took some time for us, for example, to familiarize ourselves with the tagging of documents and saying goodbye to our beloved folder structures," Helbling recalls. But the time we gained by finding information simply entering a word in a Google-like window, compensated our efforts quickly. "The BDOnet made us more agile as an organization, which enabled us to respond quicker and more reliably to our customers’ requirements." 

The internal collaboration solution based on Microsoft SharePoint was in a second step also used as an extranet for BDO's customer service. 

From using it ourselves to offering it as a customer service 

Some services require 24-hour availability. Hence a further step in the BDO digitization strategy followed in 2014. Customers also had to be integrated and linked to the organization via a secure infrastructure and managed in a controlled environment. The internally tested CoffeeNet (BDOnet) had now to become an extranet for the digitization of customer relationships as well and, in addition to a web-based accounting software, be part of the so-called Internet-trustee. Every customer had to be able to login to their own area with their personal details and access or work on meeting minutes, tax documents or insurance policies at any time. 

"In the morning, when I come to the office, as a trustee I see, whether my customer has recently commented on the minutes. I can immediately take on his feedback and continue the work. If I have to involve colleagues on a topic, I can share documents, in the same workspace, but in a library accessible by the internal team only, finalize it with my colleagues and then drag it back to area reserved for my customer”, explains Markus Felber.

BDO wants to offer a modern service especially to their younger clients.

For the regionally distributed specialists the user-friendly and standardized layout facilitates their orientation across their various customer accounts. And, trustees can open up a new customer area without IT support. They only need a few clicks. And thanks to the standardization, the site is all set within minutes. 

"We were familiar with the features of the Internet-trustee from the BDOnet and so we were able to fully concentrate on the onboarding of our customers and the further development of our service," Markus Felber adds. 

Since 2014 CoffeeNet, as an extranet, is an integral part of BDO Internet-trustee. "Today I can offer a modern service, especially to younger clients. Offline I already had great customer relationships – but now, thanks to CoffeeNet, I can say the same for the online world" says Markus Felber proudly.