IT service providers and software companies

Developing the business model, customer focus and collaboration in knowledge-intensive firms.

Working meeting behind a glass wall, with the city in the background

Questions to start with

Which services should reach which customer groups in future?
Where do customer promises collide with internal priorities?
Which key roles and capabilities need to be developed?

When services, technologies and customer requirements change, specialisation and shared development have to come together. Our consulting for IT service providers and software companies starts with these strategic and organisational questions.

Rethinking value creation, pricing and revenue: When development cycles shorten, routine work is automated and customers expect different services and results, the rules of your value creation change. What still sets you apart when technology becomes faster and easier to obtain? And how do you turn these new possibilities into future business models, additional value and lasting profitability?
Securing future viability and self-renewal: We work with you to build the ability to spot technological developments early, anticipate their impact on your market and business model, and draw the right strategic conclusions.
Realigning the organisation: We design structures, responsibilities and interfaces between software development, consulting, sales, service and AI so that collaboration supports your strategic direction.
Making leadership effective: We develop a leadership system that runs today’s business reliably while making room to build tomorrow’s.
Strengthening culture and identity: We uncover the core elements of your identity, understand cultural patterns and develop behaviours that build the capacity for change into everyday work.
Attracting and developing talent: We derive future skills directly from your future business model, build architecture and consulting expertise, and address the requirements of business-critical key positions.
Shaping succession and leadership transitions: We advise on and support leadership transitions and generational change with foresight, treating knowledge, customer relationships and capacity for renewal as connected tasks.
Bringing AI and the world of work together: We clarify where AI creates real value for customers and the company, and align processes, roles and decision paths accordingly.
Tapping potential for organisational optimisation: Productivity gains from technology are linked to the organisation’s performance and profitability. Together we work out how this can free up room for investing in the future.

Feeding project knowledge back into the organisation

In IT and software companies, customer focus is bound up with how knowledge-intensive work is organised. When several projects draw on the same skills, priorities, responsibilities and learning paths become strategic questions. A brief can start with specific handovers: where is customer value created, which decision is left hanging, and what knowledge fails to carry over from one project to the next? Organisational diagnostics describes the recurring patterns. A learning architecture can combine delivery and training phases so that new capabilities are tested in real projects. The right form depends on business model, services and team structure.

Related services

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Other organisations we work for

Frequently asked questions

Which questions come first?

The customer’s problem, the value proposition and the collaboration needed to deliver it. When development cycles shorten, routine work is automated and customers expect different results, the rules of value creation change. The questions are what still sets you apart when technology becomes faster to obtain, and how new possibilities translate into business models, added value and profitability.

Why look at projects together?

Because priorities and capabilities are often needed across several assignments. When several projects draw on the same skills, priorities, responsibilities and learning paths become strategic questions. A brief can start with specific handovers: where is customer value created, which decision is left hanging, and what knowledge fails to carry over from one project to the next?

What does a learning architecture do?

It connects skills development with real project and organisational work by combining delivery and training phases, so that new capabilities are tested in live projects. Future skills are derived from the future business model, such as architecture and consulting expertise, and the requirements of business-critical key positions are addressed explicitly.

Is there one model that fits every software company?

No. Business model, services and team structure determine the brief. Organisational diagnostics first describes the recurring patterns; only then are structures, responsibilities and interfaces between software development, consulting, sales, service and AI designed. The aim is collaboration that supports the chosen strategy, not an industry-wide organisational model.

What role does AI play for IT service providers?

Two roles. Externally, the question is where AI creates real value for customers and the company, and processes, roles and decision paths are aligned accordingly. Internally, productivity gains from technology are linked to the organisation’s performance and profitability, freeing up room for investment in the future. A leadership system should run today’s business while making room for tomorrow’s.