{"id":10732,"date":"2024-08-14T13:00:41","date_gmt":"2024-08-14T11:00:41","guid":{"rendered":"https:\/\/dc.zds.es\/cases\/ihk-gfl\/"},"modified":"2025-08-19T09:57:11","modified_gmt":"2025-08-19T07:57:11","slug":"ihk-gfl","status":"publish","type":"udesign_portfolio","link":"https:\/\/www.deutscherconsulting.com\/en\/cases\/ihk-gfl\/","title":{"rendered":"Strategic Portfolio Analysis & Product Management Excellence at IHK-Gfl"},"content":{"rendered":"\n

Initial situation<\/h2>\n\n\n\n

IHK-GfI faced the challenge of consolidating a historically grown set of digital specialist applications and software products, assessing the economic viability of its product portfolio, and establishing clear governance structures for operations and further development. At the same time, ongoing services for chambers and external customers had to remain uninterrupted.<\/p>\n\n\n\n

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Objectives<\/h2>\n\n\n\n
    \n
  • Transparent portfolio overview with reliable business metrics<\/li>\n\n\n\n
  • Decision-making basis for each product: \u201cBuild \/ Buy \/ Retire\u201d<\/li>\n\n\n\n
  • Introduction of a scalable product management framework<\/li>\n\n\n\n
  • Ensuring a seamless operational transition into the service lines<\/li>\n\n\n\n
  • Strengthening GfI\u2019s position as the leading provider of digital chamber services<\/li>\n<\/ul>\n\n\n\n
    <\/div>\n\n\n\n
    \n\n\n\n
    <\/div>\n\n\n\n

    Role & contribution<\/h2>\n\n\n\n
      \n
    • Executive Advisor:<\/strong> Direct collaboration with all managing directors; moderation of steering boards, preparation of decision papers, negotiation of SLA frameworks and budget approvals.<\/li>\n\n\n\n
    • Lead Portfolio Architect:<\/strong> Development of an evaluation model (TAM, cost structures, risk score) and prioritization of more than 20 products \u2013 foundation for a roadmap through 2027.<\/li>\n\n\n\n
    • Product Management Enablement: <\/strong>Establishment of a \u201cProduct Operating Model\u201d (Lean Portfolio Kanban, OKRs, KPI deck), coaching of product owners, and introduction of a unified stage-gate process.<\/li>\n\n\n\n
    • Operational Handover & Integration Planning:<\/strong> Creation of an end-to-end checklist (IT, Legal, Finance, Compliance), coordination of service line onboarding workshops, and definition of handover criteria (Definition of Ready \/ Done).<\/li>\n<\/ul>\n\n\n\n
      <\/div>\n\n\n\n
      \n\n\n\n
      <\/div>\n\n\n\n

      Key results & impact<\/h2>\n\n\n\n
      Impact<\/strong><\/td>Benefits for GfI<\/strong><\/td><\/tr>
      +40% portfolio transparency<\/strong> (full cost and contribution margins made visible)<\/td>Well-founded investment and sunset decisions enabled<\/td><\/tr>
      Standardized product management framework<\/strong> live within 8 weeks<\/td>Accelerated feature delivery; clear accountabilities<\/td><\/tr>
      Governance anchored at C-level<\/strong><\/td>Faster, conflict-free decision-making; fewer escalations<\/td><\/tr>
      Smooth migration<\/strong> of core products into existing service lines<\/td>Zero downtime, high customer satisfaction, positive feedback from chambers<\/td><\/tr>
      Blueprint for future integrations<\/strong><\/td>Reusable model for M&A and spin-off scenarios<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
      <\/div>\n\n\n\n
      \n\n\n\n
      <\/div>\n\n\n\n

      Success factors<\/h2>\n\n\n\n
        \n
      1. Evidence-based portfolio analysis<\/strong> instead of political debates \u2013 numbers decided.<\/li>\n\n\n\n
      2. Agile decision cadence <\/strong>(bi-weekly executive Kanban) minimized time-to-decision.<\/li>\n\n\n\n
      3. Early stakeholder involvement:<\/strong> key-user workshops prevented late surprises.<\/li>\n\n\n\n
      4. Clear one-pagers for the C-level:<\/strong> reduced complexity, actionable recommendations.<\/li>\n<\/ol>\n\n\n\n

        <\/p>\n","protected":false},"excerpt":{"rendered":"

        Initial situation IHK-GfI faced the challenge of consolidating a historically grown set of digital specialist applications and software products, assessing the economic viability of its product portfolio, and establishing clear governance structures for operations and further development. At the same time, ongoing services for chambers and external customers had to remain uninterrupted. Objectives Role & […]<\/p>\n","protected":false},"featured_media":10214,"comment_status":"open","ping_status":"closed","template":"","udesign_portfolio_category":[76,77],"udesign_portfolio_skill":[],"class_list":["post-10732","udesign_portfolio","type-udesign_portfolio","status-publish","has-post-thumbnail","hentry","udesign_portfolio_category-analysis-en","udesign_portfolio_category-product-management-en"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/udesign_portfolio\/10732","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/udesign_portfolio"}],"about":[{"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/types\/udesign_portfolio"}],"replies":[{"embeddable":true,"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/comments?post=10732"}],"version-history":[{"count":0,"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/udesign_portfolio\/10732\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/media\/10214"}],"wp:attachment":[{"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/media?parent=10732"}],"wp:term":[{"taxonomy":"udesign_portfolio_category","embeddable":true,"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/udesign_portfolio_category?post=10732"},{"taxonomy":"udesign_portfolio_skill","embeddable":true,"href":"https:\/\/www.deutscherconsulting.com\/en\/wp-json\/wp\/v2\/udesign_portfolio_skill?post=10732"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}