Issues before the PReP model’s introduction – Clients’ business reforms tended to be sub-optimized– Difficulties faced in communication with clients Results after the PReP model’s introduction – Steady progress in the client’s business reform– Demonstrated synergistic effects in combination with other methods– Contributed to a JPY 500 million deal Mr. Hidenobu Yoshida, Hitachi, Ltd. Hitachi […]
Issues before the PReP model’s introduction – The discussion on what to achieve tended to digress often toward the means, not the end– Business processes became more complex Results after the PReP model’s introduction – The participants were able to concentrate on the discussion and complete the conceptual design of a smart factory system in […]
Issues before the PReP model’s introduction – Different understanding of customers within the Customer Success team– Difficulty in communicating and collaborating with the development team Results after the PReP model’s introduction – Smooth promotion of self-service marketing– Reduced development time for new services by 75%– Conversion rate for test marketing exceeded the target by 30% […]
Issues before the PReP model’s introduction – The more actors, the longer it takes to understand a business process– Improvement often ends up suboptimal Results after the introduction of the PReP model – Easier to discover current issues– Enables totally optimized improvement for business requirements The AFFORDD T21 Study Group members A PReP model workshop […]