In our previous blogs we’ve discussed our FONK150 scores on creativity and functioning as a sparringpartner. Last but not least, we will dive into what functioning as a business accelerator means to us at DotControl. In this session, we interviewed Mark Landman, Managing Partner and Wessel Arendts, Senior Growth Lead on business acceleration. We asked them what functioning as a business accelerator means to them and to give examples of how this is implemented at DotControl.
What does functioning as a business accelerator mean to you?
Mark: I think it’s the essence of what we do over here. Since our promise is that we realize ambitions by realizing a positive future for people, brands, and organizations. So basically, if we are a business accelerator (which is quite broad), it means that we are delivering up to our promise which I think is the most important thing. Because it is not about delivering services such as advice, cool designs or digital products. It is what we achieve. When our clients really value us as being a business accelerator, I think that’s one of the most important things. That the things we do create impact. Which doesn’t mean it’s only about money or growth. It’s basically if you accel the business of the clients. By change, positivity, culture or economics. That’s why it means a lot of different things to me.
Wessel: I think for me, from a business perspective, having these different services under one roof, that’s crucial to really accelerate. Making sure that all disciplines work together and that at whole we achieve that ambition, realizing a positive future. I think, business accelerator speed is very crucial.
Mark: Yes, I fully agree on that!
Do you have some examples of how we see that at DotControl?
Wessel: We have been working on Nationale Bioscoopbon lately: a complete digital platform. Looking at how we really accelerated that shift from an offline voucher to a whole digital experience. I think that’s a good example on pushing through. How we went from a voucher towards a digital experience. Right now, we are continuing to develop new features and try to tap into different needs of these target audiences. That’s a real good example of working together to realize that ambition, which in this case is a digital experience.
Mark: I fully agree. I also want to add to that: it’s quite a big promise: being a business accelerator. Getting that into practice is a completely different ball game. Because you really need to bring in all the different ingredients together in the right way. Which are not only skills, but also culture within the project team together with the client. The right strategy to make sure you deliver up to that. I think it’s so cool to see. It was a vision we established 5 years ago. Today we are this business accelerator. When you look at our previous FONK scores it was lower on the business accelerator side, because we were building up the organization to deliver to the promise. That’s what we call the loop model: a scrum methodology, but then with a true multidisciplinary team. A strong project structure connected to a very solid strategic framework. It’s quite tough to get it in place. But now that we have it, I am so proud that our clients say: this is really working, it’s accelerating our business. That’s the most beautiful thing you can get.
Wessel: Definitely, the way we matured, a big part of that was communication. What we learned is to talk more across the board as an organization with the client. But also try to incorporate the bottoms up approach. Understanding what the client needs from an operational perspective and try to capture it in one picture. That is something, especially with Nationale Bioscoopbon, but also with other projects like DPG and Profuomo we are trying to do more often. That’s something we can be proud of as an organization.
Mark: It’s very tough to on one hand be pragmatic and be very good at execution and glue that to strategic thinking and advisory and make sure that everybody has the eyes on the ball and knows what the impact will be or what it needs to be. That’s the toughest part.
How could DotControl improve even more?
Mark: We do have a vision on how we can improve on that side. I think it’s about maturing. You need to mature all lines to make sure you create more T-shaped profiles within your organization. That way you can collaborate even better, and make sure you have an even stronger strategic foundation together with your client. But also, take a better position when it comes to strategic advice. Our clients expect us to really find our ambition and reshape it from time to time as this trusted advisor. While as a supplier this is sometimes difficult. When you are in a supplier position you listen to what the client tells you to do. In this case, when you mature you become a true partner towards your client. Then you must provide that strategic advice. Sometimes it may be hard, or it may involve tough decisions. But if you do not give advice, you will never realize those ambitions.
Wessel: To add on that one, I think we have transparency internally and externally. In that sense we can pave the way to really accelerate. We as an organization have an understanding of what the client needs. Then we can pave the way easier and think side by side with them to try to come up with new initiatives and grow faster through acceleration.
Mark: So, it’s a combination of focus and investing in knowledge and culture. That’s what we are going to do in the near future.