Reliance Jio

Designing and building the IT-platform and mobile app ecosystem for the fastest growing mobile network in the world in India

  • Bring fast internet to more than 1.2 billion people, where only about one third have Internet today (2016) – supporting “Digital India“ initiative of the government
  • Build a modern (4G) broadband mobile network for the whole subcontinent India from scratch
  • Build a modern process and IT platform to serve more than 200 million of customers from scratch
  • Build a full team and organization for one of the largest startup in the world
  • … and all of that in an environment of super-competition and very low average revenue per user/customer (ARPU)
  • Quick Start the platform team with experienced Indian executives and experienced expats from our network
  • Long-reaching architecture design decisions for major system platforms
  • Security and Privacy build-in by design and a strong security team with our specialized partner
  • Strong and agile management of the major platform partners to deliver scalable and reliable platforms at numbers unseen before
  • Pilot many innovative approaches, out of which some were disrupting the market (e.g. digital authentication of customers instead of paper-based process)
  • Grow and develop the Indian team by a factor of 10 during 3 years to reduce dependencies from partners
  • Strong leadership team taking full accountability for all platforms
  • Reliable Architecture and Partners, who are now capable of supporting scale and reliability for more than 200mn customers
  • No. 1 free app in India after six weeks of launch (MyJio)
  • Fastest growing platform business three months after launch (100 mn. customers in 170 days), more than Facebook, Twitter et al.
  • Completely agile delivery model
  • Disruption of the market through fully digital on-boarding of customers: Reducing activation time from 12-48h (market) to 5 minutes (Jio)
  • Data consumed on Jio’s network is almost as large as in the US and 50% more than China (January 2017)
Case Study Reliance Jio: 100 mn new customers in 170 days – Reliance Jio in India is the fastest growing mobile operator in the world
Case Study

British Telecom / EE (UK)

Two into One – Integration of IT-platforms

BT acquired EE (EverythingEverywhere) to strengthen its market position beyond its strong fixed-line footprint into mobile. EE – resulting out of a successful merger of Orange and T-Mobile – run an integrated mobile business, while BT is an integrated full service provider organized alongside strong lines of business (LoB). For market agility and cost effectiveness BT has decided to integrate the respective IT stacks of EE and BT consumer onto one IT stack. While EE was still in an IT integration by itself, BT wanted to assure, that the risk of combined migration towards the integrated stack would be understood and mitigated appropriately.

RMC was asked to assess the target stack of BT/EE and the existing migration plans and to recommend opportunities for improvements. These would result out of potential gaps in the target stack and / or functionalities needed for future market needs. Also, specific aspects of agility of the mobile business and scalability due to largely extended number of customers were considered. RMC and the architecture community of BT/EE formed an integrated team to assess and recommend areas for improvement. The team was co-led by the chief architect of BT and Dr. Steffen Roehn.
The project duration was 2 months.

The future stack was found to be fit for purpose and principally ready for integration, however important functionality needed to be added. Also, as important result a specific architecture for a federated identity to de-risk migration has been worked out and decided by the technical leadership. As part of the team building during the assessment, the two rather different kind of technical leadership cultures of BT and EE were integrated in a positive learning spirit.

“With his outstanding experience and track record, Dr. Steffen Roehn was essential to quickly identify underlying root causes and to come up with practical and effective measures for improvement.”,

Fotis Karonis, Managing Director Mobile, and Voice Convergence at BT

DeinDesign (Germany)

Growth through focus and new product line

About DeinDesign

What makes your device unique to you? DeinDesign GmbH is the market leader for individualization of customer electronics, especially smartphones, tablets, notebooks, game consoles and alike.

By this, DeinDesign had been established as innovation leader and was awarded already twice: The industry award “Druck&Medien“ awarded DeinDesign in 2010 for the “E-Business model of the year” and 2014 as “most innovative company”.

More infos about DeinDesign

The growth story of DeinDesign under the leadership of the two founders Kyan and Manuel Noack since 2006 is very impressive. However, in 2012 DeinDesign wanted to expand and grow further: from B2C to B2B, from design foils to design cases, from financing through friends&family to Venture Capital. After successfully taking over the largest competitor in Europe, founders and investors were asking themselves: Which strategic direction to take, what to focus on?

Together with the founders and anchor investors, Dr. Steffen Roehn identified the necessary core competencies and strategic options for DeinDesign. He also helped the founders to implement these successfully over the course of three years.

It started with the finding, that the growth potential for design foils – DeinDeisgn’s core product – would be substantially limited, despite the success of especially US competitors. Thus, focus was shifted from foils to cases, which meanwhile are the strongest growth driver in the accessories business. Transforming the complete value chain, the suppliers and the production was completed successfully within one year.

Second to this, the existing eCommerce platform – a complete in-house development – was transformed during a period of two years towards a state-of-the-art visualization technology. Due to the very high effort for the B2B business, it was decided to reduce DeinDesign’s B2B segment to the highly standardized part, which could be run online. And last, but not least the most important decision: Further financing through extended friends&family and KfW/ISB (German banks) instead of VC based funding to keep independence.

The project was run over a period of three years and is an excellent example for sustainable advisory.

DeinDesign was very successful with the transformation towards design cases from design foils – showing remarkable growth rates. With that, the foundation for further growth was built. By focusing on eCommerce, premium quality and highest degree of customization the desire of customers was met perfectly.

In 2015 DeinDesign was sold, as aspired by founders and investors, to CEWE, European market leader for photo- and online-printing. A perfect match indeed: DeinDesign received funding for further growth and CEWE closed a strategic white spot in their offering, which now offers both companies even further growth.

“Working with Steffen added highest value – professionally as well as personally. His quiet and analytical approach was the right counter-pole for us operationally driven founders. His experience with complex organizations helped us to set the focus and proper direction for our business and company development.“

Kyan Noack, Founder and former CEO DeinDesign

”His impressive experience in business enabled us, to gain completely new insights and perspectives into our actions in the development of our company. Steffen managed to balance out an objective management approach with an emotional entrepreneurial spirit in the most effective manner.”

Manuel Noack, Founder and COO DeinDesign

Vimpelcom Russia (Beeline)

IT Transformation – integrated, agile and efficient

Vimpelcom (Brand BeeLine) in Russia is one of the largest integrated telecommunication service provider serving 60 million customers. Vimpelcom acquired many regional businesses in Russia to complete the mobile and fixed line broadband service offering for their customers. Through these acquisitions the IT landscape was very fragmented, complex, fragile and costly. Many rounds of cost reduction had hampered the IT organization’s ability to implement new functionality needed for the market.

RMC was asked by the CEO to work out a transformation masterplan. This was done together with the Vimpelcom CIO and his IT leadership team and in close alignment with the ongoing network transformation. Key elements and drivers of this transformation plan were (1) improving customer experience, (2) closing substantial gaps in the B2C and B2B segment, (3) improving agility and (4) reducing architecture complexity. The transformation roadmap covered four years, starting with substantial quick wins in the first 9 months. During the first six months the local leadership team was supported by RMC not only in the assembly of the transformation roadmap but also the actual implementation.
The project duration was 8 months.

The target architecture and the transformation roadmap was approved by the Russian management board and initiated in a short time. This was possible due to strong stakeholder management within Vimpelcom across all functions. The local IT team implemented important quick wins and laid the foundation for more structural changes in the stack. As well as this, a new business prioritization process was established. Also, a new IT organization to handle the transformation was established, enabling talented new leaders to take accountability. The whole IT and business team were focused and mobilized by a strong and compelling vision. The transformation also served as blueprint for other transformations within the Vimpelcom Group.

“Dr. Steffen Roehn gained respect after a very short period of time not only through his outstanding expertise in matters of transformation and IT, but also due to his way of doing things, his ability to explain and motivate change and trust he generated within my organization. With that we were able to take very far-reaching strategic decisions, he made a big difference to our organization.”

Anton Kudryashov, former CEO of Vimpelcom Russia

“I really enjoyed working with Steffen on this complex transformation program because we could easily find a common language and reach mutual understanding based on practical experience. Yet he managed to inspire the whole IT leadership team to think ‘big’, outside of the box to drive improvements which had a long-term impact on company. In particular I noticed his excellent communication skills, disciplined approach and methodology to align program with business goals. I confidently recommend RMC as a trusted IT adviser for prospective customers because many consulting companies can seldom afford such level of consultants with many years of CxO experience. I am thankful for his fantastic work.”

Andrey Godunov, former CIO of Vimpelcom Russia

Target IT Operating Model, Allianz, Munich

Heading towards global IT setup

As one of the largest insurance companies in the world, Allianz is pushing strongly for digital transformation. For this, a major building block is a global “IT Operating Model”. It consists of the target architecture, demand management, project execution and operations of applications and infrastructure on a global level. To design this globalization approach as effective as possible, relevant experiences of other global corporations should be considered as input.

Dr. Steffen Roehn – together with the head of IT Strategy at Allianz – collected and analyzed relevant experiences of global IT operating models from large coprorations and faculty research. Major topics out of these were (1) demand management, (2) involvement of local business and IT units, (3) standardization, (4) change management, (5) intercultural awareness and (6) global governance. These results were used for example for a critical kick-off workshop with the most important CIOs of the Allianz group.
The project duration was 3 months.

Allianz has positioned itself globally with a dedicated focus on IT/Technology. With it’s service provider AMOS global delivery models have been implemented successfully together with the corresponding business unit. Many conceptual building blocks have been laid by RMC with this project.

“Working with Dr. Steffen Roehn was very effective. Steffen is unique in sensing motivation and objectives of leaders in large transformational processes. As an advisor, he balances out perfectly between pushing for results but also offering important leaders visibility for themselves. Steffen comes with top-management experience, and it is most appreciated, that he nevertheless is refreshingly different and surprisingly pragmatic in his consulting approach. I could witness that a lot in my preparation of meetings with him. Whenever I have very subtle and confidential change management challenges at hand, I would always consult him.”

Dr. Andrea Weierich, Head IT Strategy Allianz SE

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