German BC partner AGOLUTION transforms to a true success provider

Tim, can you please introduce AGOLUTION to us?

We founded AGOLUTION in 2009 with the aim of initially entering the market and successfully implementing our first Dynamics NAV projects. We wanted to continue on our “own two feet” what we had already been doing for several years as employed consultants/project managers in our own company. It wasn't easy at the beginning! The years 2009 to 2011 were not an easy time in the European economy. But we didn't let ourselves be put off and believed in our success. Which over the years has meant that we have grown continuously in an organic way. Today we employ 33 people. We give all employees the choice of working up to 100% from home or at our Münster site. We haven't focused on any particular industry, but we're open to almost all industries and sectors. We continue to pursue the approach that the Business Central Standard is already a very good fit for almost all companies. And that it can be optimized precisely through selective extensions.

Two years ago, you decided strategically to completely focus on project success. What was the reason for this step?

The main reason was certainly that we didn't want to continue to focus on the usual “bla bla” of functions & features. And that we wanted to look for a new way to address the main wish of every customer, being Project Success. We wanted to set ourselves apart from other competitors and focus on what is really important to the management of our customers.

How would you describe your new approach in a simple way?

In the past, it was often assumed that the success of a project depended almost exclusively on the software solution and its functionalities. However, reality has shown that good software alone is by no means enough for a project to be successful in the long term! It is much more important to consider the people, the processes and the technology in an organisation in equal measure. Of course, choosing the right software is a very important step. But even the best software in the world cannot modernize operational processes. Nor can it influence the mindset of the team. Or create a more customer-oriented attitude. That's why it's essential to consider both the people and the processes of an organisation when modernizing the software. Here’s how we describe the need for project success on our new website: https://agolution.com/en/project-success/

What was the role of the Project Excellence workshop that Guus delivered to your team in 2022?

The Project Excellence workshop provided us with the right approach, the concrete ideas and the courage to take this new path. The workshop showed us what we needed to work on and gave us a clear picture of where we wanted to go in the future.

How did you convince your team to follow you and your management team in this huge move?

First and foremost, we involved the entire team in this transformation process. So that included the participation off all team members in this 2-day Project Excellence workshop. In discussions, we explained to the whole team how important it is for all of us to remain relevant in the future. And what we need to do to achieve this. It was particularly important that our management showed the team right from the start that we were 100 percent behind it. And that we were actively involved.

It was also very important that we applied the necessary change internally using PROSCI's change management method and, in particular, that we actively exemplified the change. Change naturally leads to resistance and concerns among employees at the beginning. Only through active support and discussions can employees be encouraged to recognize and accept the positive aspects of the change.

On your new website you offer ‘guaranteed project success’. What exactly does that mean?

We mean it exactly in the way that we’ve described it on our website! We guarantee our customers the success of their project! Open and honest communication is particularly important right from the start. We explain to the customer that not only the software, but also their processes and their people are very important for the success of the project. We also explain how important the active cooperation of their management is. And we discuss their roles and tasks very clearly with them. Our main task is to ensure that the customer recognizes how important holistic change management is in the company. And what exactly that all means.

How did you the market react on your switch? And how does that make you feel?

The response has actually been exactly as we expected. New customers and most existing customers reacted very positively right from the start. Some existing customers, whose structures and processes are rather “entrenched”, were initially not really able to get to grips with our change... Until we explained them what had led us to do this and what advantages they themselves could gain from a possible change. The reaction of the competition was one thing above all... attentive! 😊

What are the results so far?

This question is not so easy to answer, as our change process is very extensive and we are still in the process of change. However, it is clear to see that the quality of our approach, actions and thinking has changed very much for the better. This is reflected in the success of the project on the one hand, of course. But also in the influx of new interested parties, which we did not have to the same extent and quality in the near past.