Shell’s plastic waste challenge
Plastics waste is a complex challenge that requires collaboration amongst all players within the value chain. To address these challenges, Shell aimed to lead the plastics ecosystem by developing innovative 'win-win' solutions.
To kickstart this ambition, we assessed the ecosystem, identified opportunities, ideated solutions, and shaped two end-to-end proof of concepts.
Plastics waste is a complex challenge that requires collaboration amongst all players within the value chain. To address these challenges, Shell aimed to lead the plastics ecosystem by developing innovative 'win-win' solutions.
To kickstart this ambition, we assessed the ecosystem, identified opportunities, ideated solutions, and shaped two end-to-end proof of concepts.
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Budget Thuis is a leading energy and telecom services provider in the Netherlands, committed to providing reliable services at affordable prices. Serving more than a million customers, Budget Thuis holds a prominent position in the industry. Recognizing the substantial potential of Generative AI to enhance internal processes and the customer experience, Budget Thuis faced challenges in realizing its value independently. Therefore, they asked SparkOptimus’ support in identifying and prioritizing company-specific use cases, rapidly testing and proving the value by collaboratively building, testing, and improving MVPs, and designing an organizational setup for long-term, sustainable (Gen) AI innovation.
Schneider Electric (SE) is a leading global specialist in energy management and automation, with €34bn in revenue. To better serve its customers, SE launched a B2B online portal, aimed to offer a digital E2E self-service environment where customers of all types can easily search, configure & order products and have direct access to training & customer support. To ensure SE would set the right strategic priorities going forward, they engaged SparkOptimus to independently benchmark their B2B portal against industry competitors and best-practices.
SHV Energy asked SparkOptimus to help assess and accelerate one of their ventures: Chama Technologies. Chama aims to be the partner of choice for Brazilian households for purchasing gas bottles, by matching supply from dealers with demand from consumers through a digital platform. We helped Chama & SHV-Energy on three topics, (i) re-evaluating Chama’s role in the value chain, (ii) exploring and validating changes in the current model, and (iii) creating an elaborate, bottom-up growth strategy.
Eneco faced stiff competition in the energy sector from emerging digital players offering superior digital value propositions. To counter this effectively, they had to transition to a digital-first model to quickly ideate and launch new products.
We facilitated this transformation by establishing an end-to-end, cross-functional organization centered on digital products, fostering a fast-learning way of working through SAFe agile. Concurrently, we validated this model by swiftly launching a dynamic pricing product. This initiative was successful, enabling Eneco to bring the product to market within months.
De Energiebespaarders embarked on the next phase of growth to realize its ambition of becoming the leading digital contractor for making existing houses more sustainable.
They enlisted our support to co-shape a strategic growth plan, identifying and prioritizing future growth initiatives while determining the organizational, technical, and financial implications of each, providing crucial input for the next funding round.
Shell sought a comprehensive assessment of its Lubricants Marine business and the AccuPort venture.
We established the current baseline, refined and iterated both short-term (MVP) and long-term (vision) propositions and business models, and developed organizational and technological blueprints. We also crafted a rollout strategy and plan, including financials and buy/build decisions, ultimately identifying 8 key initiatives to enhance Shell’s Lubricant Marine business.
As part of its 2035 vision, Shell Mobility BeNeFrux aims to ‘make green and enjoyable mobility seamless for everyone’, supporting the global net-zero emissions ambition. To turn this vision into reality, we developed a concrete and actionable plan and began testing key hypotheses central to its 2035 strategy.
This involved conducting a series of tests and proof-of-concept projects within a controlled environment. Some tests yielded successful results, which were then scaled within the existing Shell organization. Other tests disproved hypotheses, thus preventing unnecessary resource expenditure and providing valuable insights.
Eneco faced stiff competition in the energy sector from emerging digital players offering superior digital value propositions. To counter this effectively, they had to transition to a digital-first model to quickly ideate and launch new products.
We facilitated this transformation by establishing an end-to-end, cross-functional organization centered on digital products, fostering a fast-learning way of working through SAFe agile. Concurrently, we validated this model by swiftly launching a dynamic pricing product. This initiative was successful, enabling Eneco to bring the product to market within months.
