We do not measure ourselves by project acceptance.
We measure ourselves by whether the business goals have been achieved.
At DMG, whoever structures the project is responsible for the result. From the initial idea to stable operation.
Not as a promise – but as a way of working.
From target to productive software
Many customers who come to DMG have a clear business goal – but no clear idea of how to get there. Which solution really hits the target. Which KPIs prove that it works. Which step brings the fastest measurable progress.
This is the work that DMG does first. Translating business goals into concrete, measurable steps – and these steps into productive software that is actually used.
An industrial group wanted to digitize its customer service. The goal was clear – the solution was not. DMG didn’t start with technology, but with the question of which support requests could really be solved by the company itself. The result: 40% fewer support requests after go-live. Nine months earlier than originally planned.
Not the biggest solution. The right one.
How we start
Before DMG implements the project, DMG clarifies whether the project should start as planned.
This means: DMG works with the specialist department, IT and the relevant stakeholders to determine what the project should really achieve. Which scope is realistic. What architecture IT can support. And whether the conditions are right to start now.
The result is not a presentation – but a basis on which a real investment decision can be made. Go or stop. With justification. Justifiable to IT, CFO and management.
“We say what we really think – even if that means advising you against a project.”
– Till Neitzke, Founder and Managing Director DMG
“We started the project with a clear idea of what we wanted. After three weeks with DMG, we had a different – and better – idea. The initial scope was too big, the priorities were wrong. We kept to the go-live date that we agreed afterwards.”
Head of Digital, industrial company, 12,000 employees
How we deliver
Each step delivers independent business value – before the next one begins.
After the first module, you have something in your hand that real users use. On this basis, you and DMG decide together what comes next. If requirements change, this is incorporated into the next module – without the project having to start from scratch.
What this means in practice: A logistics group worked with DMG to implement a project that was internally estimated to take 18 months in nine months. Not because cutbacks were made – but because DMG had already answered the questions that cost other projects months. Which module has the greatest leverage first. Where IT becomes a bottleneck if it is not addressed early on. What is justifiable internally – and what is not.
Not a project that will be finished at some point. A project that hits your targets as early as possible.
How we work with your IT
No surprises in week twelve.
Enterprise projects often fail not because of the technology. They fail because IT security, data protection and compliance are integrated too late – and then raise questions that set the project back.
DMG works cooperatively with internal IT right from the start. Business requirements are translated into technical reality. Technical restrictions are translated into consequences that the business department understands. Architecture decisions are made in such a way that IT security approves them before they are implemented – not afterwards.
No friction loss that is carried out on the back of the project.
If something is not working
We take responsibility for this.
No project runs exactly according to plan. Requirements change. Stakeholders change. Technical assumptions turn out to be wrong.
DMG identifies problems as soon as they become apparent – with a concrete assessment of what this means and what the next step is. This is sometimes uncomfortable. But it is the difference between a partner who shares responsibility for the result – and a service provider who delivers what was ordered.
One point of contact. From the initial idea to stable operation. No gap between what was designed and what was built.
Whoever structures the project is responsible for the result.
After the go-live
The go-live is the moment when the system has to prove its business value.
Most systems that are not used after the first month do not fail because of the technology. They fail because users, departments and IT were not involved before the switch was flipped. DMG accompanies the go-live from the user’s perspective – with a structured introduction and concrete adjustments that only become apparent in real operation.
And then: A contact person who knows the system because they built it. No handover carousel between the development and operations teams. No new briefing for a team starting from scratch.
A system that runs, is used and grows with your goals.
Is DMG a good fit for your project?
We own our customers’ business goals – from the idea to operation. Not as a promise, but as a way of working.
Tell us in two sentences what your problem is. We will tell you honestly whether and how we can help.
Till Neitzke – GF
by email to tillneitzke@thisisdmg.com or via LinkedIN