Public Sector
Today, citizens expect to file their application in the evening from the sofa, instead of taking a queue number at the office. To make that service possible, internal processes and systems have to be rethought.
We help you shape this digitalization successfully within the particular conditions of the public sector – and anchor the necessary changes in your organization for the long term.
Demands keep rising. Resources don't.
The expectation is clear: public administration should work as simply and intuitively as an online order. But reality is more complex. Outdated systems and scarce resources meet demographic change and a tight corset of regulations.
It's precisely in this tension that good initiatives often fail – not for lack of will among those involved, but because of the sheer complexity of implementation.
We build the bridge between idea and reality.
We know the rules you operate within. Instead of designing a solution that ends up failing over a regulation, we create a workable plan from the start. We bring the right people to one table, create clarity in the project portfolio, define realistic implementation steps and make sure the change is carried by employees.
Public administration that works for people.
A citizen files their application online in ten minutes, without making a single phone call. The case worker sees all the necessary documents at a glance in the system, instead of carrying stacks of paper from one desk to the next. That's the goal: not a project gathering dust in the IT department, but a tangible relief in everyday work that creates real value for everyone.
Where to start? Let's create clarity.
Often it isn't a single problem, but a tangle of grown processes, outdated systems and tight budgets. The decisive question is: where is the lever that triggers the greatest positive change? In a first conversation, we analyze your starting point together and identify which steps promise the most value for citizens and employees. Not a sales pitch, but an honest working conversation on equal footing.
We secure the success of your transformation projects.
Your future viability is decided by whether your initiatives actually land. We work on the four levers where that's determined. We safeguard your project so it doesn't fail over a regulation or an unclear start. We shape your organization so it can actually carry the new. We help you choose the right software and the right partners, instead of making expensive wrong decisions. And we make sure the change reaches your employees and doesn't peter out in the old process.
According to the German National Regulatory Control Council, meeting reporting obligations alone costs the German economy over €17 billion a year. A large share of that stems from inefficient processes and a lack of digitalization within public administration itself.
By 2030, the public sector will be short more than 300,000 IT specialists. A gap that makes more efficient processes and a modern organization all the more important.
Only 59% of Germans use digital public services. That shows: technology alone isn't enough – the services also have to be accepted by people.
More transparency and structure in IT demand management
Starting point:
DEUTZ wanted to make its existing demand-management structures more transparent and to assess strategic requirements more consistently in future.
Goal:
Introduce a standardized demand management with clear prioritization criteria and transparent decision processes to better steer IT initiatives.
Result:
Together with DEUTZ, grandega established a company-wide, unified demand process with clear responsibilities, standardized evaluation logic and greater transparency in decision-making.
The new demand process creates transparent decisions and strengthens the strategic alignment between business and IT.
How to find the right transformation partner for SAP S/4HANA
Problem:
Planning a comprehensive SAP S/4HANA greenfield transformation, the client needed to select the ideal implementation partner from a crowded field of potential vendors.
Goal:
To establish a transparent and structured selection process that enables an objective evaluation of potential consulting partners and lays the foundation for a successful transformation.
Result:
grandega designed and managed the entire tendering process - from vendor identification and evaluation through to final decision-making - establishing a robust foundation for selecting the ideal transformation partner.
grandega structured the selection process professionally, moderated it objectively, and supported us in making a well-founded decision for our future transformation journey.
New Work Structures for a Hybrid Working World
Problem:
The client faced the challenge of permanently embedding hybrid collaboration, new ways of working, and organizational changes within the company.
Goal:
To develop a structured 'New Normal' approach to improve collaboration, increase transparency, and successfully implement new working models.
Result:
grandega supported the client in designing and implementing the 'New Normal' program, utilizing structured governance frameworks, workshops, and initiatives to permanently anchor new ways of working.
grandega helped us implement new forms of collaboration in a structured manner and anchor them sustainably across the organization.
Structured Selection of a Future-Proof HR System
Starting point:
The client planned to modernize its HR system landscape and faced the challenge of selecting the right software and implementation partner for the future HCM solution.
Goal:
To establish a transparent and objective selection process in order to evaluate various vendors in a structured manner and create a robust foundation for decisions regarding the future HR system landscape.
Result:
grandega guided the selection process with deep HCM process expertise and extensive market knowledge, leading to a future-proof solution decision.
grandega supported us with a structured selection process to identify the right solution for our future HR system landscape.
Insights into our successful projects.
Learn firsthand how we have turned strategic goals into measurable success through close collaboration.
“It was a great fit both in terms of technical expertise and personal chemistry, grandega selected the absolute perfect person for the job.”
Managing Director, Willi Hahn GmbH
Project supported by grandega Technology
- Critical vacancy filled quickly
- The perfect fit, professionally and personally
- Highly flexible with no long-term commitment
“grandega is highly focused on execution and delivering results, rather than just teasing concepts in theory.”
Former Client & Advisor to grandega
- Not your typical consultancy
- Focused on real-world execution
- Adaptierbar für verschiedene Kundengruppen
“In my experience, grandega is a people-first consultancy that still places a strong emphasis on driving project execution.”
Head of Payment Engineering, Worldline
- A highly human and collaborative approach
- Professional in execution
- Committed to delivering final results
“Maximum structure and complete transparency throughout the selection process—that is how we made the right choice for our S/4 transformation together.”
Project at a major construction group
- A rigorous, structured vendor selection process
- Ensuring cultural fit through a collaborative capability workshop
- Full team buy-in behind the decision
“By extending our existing Identity Providers with MFA, we were able to achieve DORA compliance quickly and efficiently.”
Project at a major insurance group
- DORA-compliant authentication
- Nutzung bestehender Infrastruktur
- Wiederverwendbarer MFA-Standard
“From Excel chaos to a cloud-based HR solution—structured, collaborative, and with full team buy-in.”
Project at an IT & software company
- Transparente Aufnahme aller HR-Prozesse & Tools
- A structured vendor selection process with clear criteria
- The HR team fully backs the decision
“With a clear CCOE target picture, we ensured that the right people are in the right place at the right time.”
Project at a building materials supplier
- Gap analysis & roadmap for IT operations post-go-live
- Make-or-buy decision for critical key resources
- Risk mitigation through structured CCOE establishment
Why companies choose us
your transformation
delivered
industry partners
Let's talk about the success of your initiative.
A first conversation is the decisive step toward clarity: where does your project stand? Which levers will bring it back on course for success? And above all: is the chemistry right for a successful partnership?
Our promise for this conversation: no obligation, honest, and on equal footing.
What you should know before we talk.
Before you have a conversation with us, we answer the questions that, in our experience, come up most often.
We set up governance, roles, decision paths and a reliable steering rhythm so that decisions can be prepared and made. That keeps a program manageable even when departments, IT, central units and external partners are all involved in parallel.
We create focus through portfolio and prioritization and build a way of steering that works with limited resources. The goal is to run a few initiatives so they actually deliver, instead of starting many at once and losing them in operations.
We translate requirements into end-to-end, transparent process pictures and create a solid basis for system decisions and delivery. That reduces later rework and prevents technology from being rolled out before there's clarity about workflows, roles and interfaces.
We create transparency about performance and risks, define a clear steering logic and measurable expectations, and establish an escalation model that works in everyday practice. That makes collaboration manageable, without having to solve every problem through personal networks or ad-hoc rounds. Tendering and procurement are typical conditions we factor into the steering logic.
We rely on a robust status picture that doesn't just show milestones, but makes impact and risks transparent. This includes meaningful indicators for delivery capability, the quality of results and actual use in everyday work – so acceptance and enablement become part of the steering.
