Our service is now perfectly optimized

We have always placed great importance on providing excellent support and service to our customers. With the reorganization of the service area, we can now work in an even more structured manner.

Puzzling, sorting, and tidying up are not quite part of Marc Wenczek's job description. However, during the past few months, our Services Division Manager and his team have had to demonstrate precisely these skills. The task was twofold and included both the restructuring of a historically grown construct as well as making the largest division of our company, with nearly 60 employees, future-proof. “We are now considerably more focused and agile in our processes,” says Marc Wenczek.

Focus on the essentials

To understand the change, one needs to look back a bit further into the past, to the days when we were still purely a PACS specialist. Back then, “Project Management” in the context of software implementation meant taking on three roles, as Michael Eickmanns, long-time head of the department of the same name, recalls: “In addition to classic project management, the same colleague was responsible for technical consulting as well as software configuration and installation.” This was convenient for customers and feasible as long as it “only” concerned PACS.

However, already with JiveX HCM, the complexity of the tasks increased, additional products were added, “and we therefore often served customers with more than one colleague in the past” – without this being reflected in the structure. The consequence: Activities that would normally, for example, be assigned to Project Management, were carried out in completely different departments. “And if we wanted to establish new procedures and processes, we had to involve at least three teams,” says Marc Wenczek.

This is now a thing of the past. The topic of services was separated from the “Project Management” and "Helpdesk" departments and bundled into the new “Professional Services and Consulting“ team headed by Michael Eickmanns. The "Helpdesk“  , managed by Tim Sass, yet another veteran, now focuses on customer support. “The new structure makes onboarding easier for us,” reports Tim Sass, who leads more than 20 team members. And lastly, the new “Project Management“  focuses on organizational tasks. “This allows our consultants and software experts to focus on the essentials and enables us to manage our customers' projects even more efficiently,” says department head Florian Brinkmann.

Minor services without cost estimates

Marc Wenczek is convinced: “The reorganization was the best decision we could have made, even if it was a bumpy ride.” Because a switch to SAP was also scheduled at short notice, which would have led to further problems in the old structure, the change process had to be brought forward by six months at short notice. Instead, responsibilities are now clear and the focus on core processes is unambiguous. Customers benefit directly from a simplification linked to SAP: owing to a new, unique contract structure, minor services that are not project-based can now be coordinated and billed much more easily without a time-consuming quotation phase.

In addition, two teams are organizationally linked to the service, which are responsible for the service as well as the project management of the CGM Clinical Archive  . Here, everything stays the same. This may sound like a duplicate structure, but the product worlds are so different “that we decided to leave our customers and ourselves in peace,” explains Beatrix Schäferhoff, Service Manager for the CGM Clinical Archive. "We cooperate extremely well when it comes to the tasks we face together. And the more new features and product lines are added, the more we will automatically come closer together."