diff --git a/mandates/vattenfall/110 Base Documents/20250829 transscript alignment pre interviews.txt b/mandates/vattenfall/110 Base Documents/20250829 transscript alignment pre interviews.txt new file mode 100644 index 0000000..c68f5d5 --- /dev/null +++ b/mandates/vattenfall/110 Base Documents/20250829 transscript alignment pre interviews.txt @@ -0,0 +1,309 @@ +00:00 Ommeren Pieter van (SB): So this is what the future will look like. So it's like we're. + +00:05 Patrick Motsch: But in the future, we'll have faces. + +00:06 Ommeren Pieter van (SB): So we will. + +00:07 Patrick Motsch: Yes. + +00:09 Ommeren Pieter van (SB): Co work with AI, right? So this is basically what we're looking at. + +00:12 Patrick Motsch: Yes. And you know, as you say it, it's the first time that I realized that, yes, we have now a hybrid team. + +00:18 Ommeren Pieter van (SB): Yeah, yeah. Yeah, exactly. + +00:20 Patrick Motsch: Yeah. Yes, we already do it. + +00:23 Ommeren Pieter van (SB): It's good that we have another human being entering the the virtual room. Welcome you. + +00:27 Patrick Motsch: We feel so alone. + +00:30 Ommeren Pieter van (SB): So I needed to accept you and I need to accept 3 participants and then Patrick joined your meeting note taker joint and another ibot joint. + +00:42 Jeroen Haverkorn van Rijsewijk: Crazy. + +00:45 Patrick Motsch: Yeah. + +00:45 Jeroen Haverkorn van Rijsewijk: Crazy. Yeah, I know. Well, it's it's a bit I had to say. We're getting used to what works and what doesn't work right. + +00:56 Ommeren Pieter van (SB): I'm actually so this week, this week. So we're using copilot right in. You know that, and initially I think when we started. + +01:05 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. Copa is getting better and better. + +01:07 Ommeren Pieter van (SB): So initially it was not maybe too good but now so I needed to apply for this DSH role. Formally, I'm already doing it, but I needed to do an assessment. All these kind of things, so I used the new version of copilot and I could enable something in in the copilot as well. And so I I really put in my my I think I did a sort of a test sort of personality test and then something else. I put it all in copilot. So OK, help me to prepare for the assessment. And it was so damn good. So the the summary of my of my of this of this of this test was was incredible. It was beyond expectations, but then also the way copilot helped me to prepare so spot on. It was actually scared me a little bit. I thought, holy crap, what are my kids doing at school? + +02:02 Jeroen Haverkorn van Rijsewijk: Yeah. Well, good question, right. Good question. I mean, the education system is is of course, not keeping up with with all these developments for sure. And it's, yeah, it's but. But it's also interesting that also Mike. And so when I when I kind of you know it's a it's kind of a journey. Let's say, right? But when I put it all in. It's amazing what comes out, yeah. I like, but we all know shit in the shit out. So if it's yeah, if you put it right. So yeah, but good to, good to good, to, good to now. And so, so are you now? Are you now? Are things looking good, Peter, that you will still be having this job one month from now? + +02:50 Ommeren Pieter van (SB): Yeah, yeah, yeah. And I actually this is also so if you're in such a role, ready for a long time, and then the company all of a sudden says, yeah, you need to go to formal process, including assessment interviews. This was this happened during my holiday. And they even asked me. To to do the interview during the holiday, I was a bit a bit pissed. So the guys. But then then I then I thought, let's see it as a gift also, Fabian said to me. Let's see the assessment as a gift because it will give you a lot of. Feedback. And I take it like this. So I was also not nervous. It was OK and it is also a gift to in that sense, yeah. + +03:30 Jeroen Haverkorn van Rijsewijk: Yeah. No, I mean, of course I understand the sentiment. It's like hello people. I helped build this whole thing from day one. But yeah, yeah, I guess. And I think it's also a German labour law, right? Or the the whole it's or. I know if it's German, but it's I think it's kind of. + +03:49 Ommeren Pieter van (SB): Well, I think it's fun to talk overall policy to always include an assessment for an to an up positions. So yeah, it's it's also fine. You need to accept those kind of things. There's a lot of benefits working in a corporate and this is maybe some of the things you just need to accept. + +04:05 Jeroen Haverkorn van Rijsewijk: Cool. All right, wonderful. Jen so we have our first stapler interview 1 1/2 hours from now. I sent you a an interview guide this early morning. I'm formally still on vacation, so it was kind of I would have hoped to send it earlier, but anyway I'm happy I got it out early early this morning. So shall we go through that or Peter, how would how do you wanna run it? + +04:37 Ommeren Pieter van (SB): Yeah. So first of all, first of all, thanks a lot for this. Quite excited to start and it's it's interesting. I'm very happy that we're going to start because it's it's highly needed. It's always like when you set something up you might think, yeah, we could also do next year, but no, we need to do it now. So it's really good that we start, I I need to share because I've always super open to your room and I will also be to you, Patrick. + +05:04 Patrick Motsch: OK. + +05:04 Ommeren Pieter van (SB): I was a bit nervous this morning. + +05:05 Patrick Motsch: OK. + +05:06 Ommeren Pieter van (SB): Also, so I will start later on to give a bit of context about Tobias in this role. I think it could be interesting. + +05:14 Patrick Motsch: OK. + +05:14 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. + +05:14 Ommeren Pieter van (SB): I looked at your preparation. I have a few comments also there, so thanks a lot. Yeah, so I can immediately start or by giving a bit of context. + +05:26 Jeroen Haverkorn van Rijsewijk: Dive in, I would say. I think less dive in Patrick, is that OK to dive in? + +05:29 Patrick Motsch: Victor, I think also I already commented. It's good, perfect. Let's go through. + +05:33 Ommeren Pieter van (SB): Maybe I can first start with the context. I think it's relevant. So what I want to interest is digital unit and the digital and and and the procurement and hardware is a little bit little bit of different animal in this whole journey is what I feel. So Tobias, the guy that we're going to talk to at one is, is a real professional. So it's it's he will be amongst the top five most brilliant procurement people in in waterfall. Not as a procurement. Executor but as a manager. So he's really senior, highly experienced and and also very nice guy. Procurement. And So what I like about the the part of the part of your your program interview guide is that we will talk about the collaboration and how we can elevate it to the next level. I believe we need to spend a lot of time there because how we work is that in, in, in the current constellation, as the procurement is basically following immobility, strategy and vision. So procurement is is might have a procurement vision of course. But they basically follow the business. So we as a business need to have a clear strategy and a clear vision. We need to tell procurement what we want and of course they can think along with us. But then they are the experts to execute in the best way possible. This is also where it currently hurts because they are at the moment more professional than we are. So we come with an assignment. Then they define design, A brilliant strategy and and start to procure, and then along the way, we constantly adjust. With just the volumes we in the years, I don't. We actually didn't think it through properly and then we just again and this is probably what he will bring up hopefully. + +07:28 Patrick Motsch: OK. + +07:28 Ommeren Pieter van (SB): So I I would find it interesting to maybe not look into how can we digitalise his work. I don't. I don't know if we need to go there, but I would find interesting is the angle of looking at what actually do. We need to incorporate in our vision and strategy. From his perspective. And. Yeah, maybe pause for a moment. + +07:56 Jeroen Haverkorn van Rijsewijk: So what we need to incorporate? Yeah, what we need to incorporate. + +07:59 Ommeren Pieter van (SB): This makes sense what I'm saying. I think he could benefit from a great strategy on the immobility side where he can give of course input too. We need him for that, but this is a bit of context and angle that I'm looking for. + +08:08 Jeroen Haverkorn van Rijsewijk: Yeah, yeah, yeah. What do you think? Is his mood like? Because I can imagine that over time that becomes kind of frustrating exercise then to follow the all the all the adjustments from the BU or not or how would you? How would you describe that? I mean, we're all human, so. + +08:25 Ommeren Pieter van (SB): He's he's a professional, so his mood will be will be good. My my. My collaboration with him is really good, so he likes me. I like him, so he also thinks that I'm a professional. He doesn't. He doesn't think the BU is so professional at the moment, so he has high trust in me. I have high trust in him, so that's good. And and this is also why the the opening will be important. So I will explain the initiative and and I think this is also hopefully what he will think. Ah, that's also needed. + +08:58 Jeroen Haverkorn van Rijsewijk: Good. OK, OK. + +09:01 Ommeren Pieter van (SB): But then let's not try maybe. To try to improve his process, of course, he might also need to do that somewhere, but I believe first starts with immobility. Actually, if you if you know what I mean. + +09:14 Patrick Motsch: OK, see. + +09:19 Jeroen Haverkorn van Rijsewijk: Sure. + +09:22 Ommeren Pieter van (SB): So let's listen to him. What he's facing and and and exactly so your question around to be elevated to the next level in service of a really good question. + +09:32 Jeroen Haverkorn van Rijsewijk: OK. + +09:32 Ommeren Pieter van (SB): Yeah. Does it make sense or or? Hello. + +09:39 Patrick Motsch: Absolutely. Very important to understand how we shape it because we have quite a lot of questions also in his domain in the four prime end point for procurement, about his business to do. So as I understood you just to keep this short and not to dive in because. + +09:55 Ommeren Pieter van (SB): Yeah, I'm a bit daunting. If you would need to go into his business, we can of course ask if you need support or if we can help him, but otherwise it would almost feel a bit arrogant. We coming with a project to improve his department. + +10:08 Patrick Motsch: It's a very good point. + +10:09 Ommeren Pieter van (SB): Well, actually his department is performing outstanding versus ours. + +10:12 Patrick Motsch: I see. Share on my truth change chapter four 40s because these questions we need to adapt. + +10:18 Jeroen Haverkorn van Rijsewijk: Yeah. Yeah, maybe it's like. Maybe it's it's so how can we elevate the collaboration? Let's see what comes out. Maybe there are. There are indeed things that. The that DSH can do to, to. Not only in in terms of strategy, but also in terms of executing the strategy to to make their life easier. Yeah. OK. So. OK, good. All right. That was the and and I think it's good Peter ended for you to open the. So I'm going to share. I'll share the. I'll share the screen now. This makes sense. Good for you to open. The the session, yeah. Might need. Yeah, I mean, obviously. Well, that's important, right? So because these interviews and and why they do them with the three of us. It's well, well, Patrick and I, it's always better to do them together because when one is interviewing the other, one can take notes. Even though we have AI know taking. A double. Well, we probably take one Peter to the not to create an overwhelm, but. I think your role or the the add benefit for you to be part of every interview is that it. It also helps you to position yourself as the. The DSH leader now, and so right as. + +12:02 Ommeren Pieter van (SB): Yeah. And he and he knows I will. I will spend time on this intro and explaining the why and yeah yeah. + +12:08 Jeroen Haverkorn van Rijsewijk: Yeah. And so. And not only for Tobias, but also for all other stakeholders, because this is the end of the yeah, one of the first times, if not the first time that that, that this interviewees will experience you fully in that role, let's say and and and really driving it. Yeah. + +12:26 Ommeren Pieter van (SB): Yeah. Yeah, good point. Good point. + +12:26 Jeroen Haverkorn van Rijsewijk: So step in from that with that mindset. So you're you're showing up first time as fulltime DSH leader. And you are in a gentle and authentic way. Taking. Yeah. Taking ownership. Taking charge. So that's. That's your your moment there. And then yeah, after you've done that to explain the why. And yeah, like I said, purpose and I included a list of a list of interviewees. I don't. I don't don't think we have Fabian yet, but I definitely think we should have him so. Because it also allows for for you to ask him. Since then, and maybe we can put him on the end, we can already also playback a few things. Already kind of in officially. But then this is the list, right? + +13:20 Ommeren Pieter van (SB): Yeah, yeah. + +13:23 Jeroen Haverkorn van Rijsewijk: Very good then. Yeah, of course we will introduce ourselves after you hand off to to me. On the line that it's recorded in a GD. PR compliant way. Now there are this on the European servers. I actually did a checkbox pay extra for European servers, but you know I'm happy to do so. The free the free version doesn't do that. You have to pay the paid version so, but that's good. Yeah then. A bit of intro from his side but. Yeah, as far as needed, I would say it's for us to understand his responses. Can we go into two? Right. So it's how, how well do we know? Yeah. Does he know E mobility? Do you know the B US primary strategic targets? Nature. What do you think of these questions, Peter? These three questions under. + +14:25 Ommeren Pieter van (SB): Yeah. So he does. + +14:27 Jeroen Haverkorn van Rijsewijk: 2. + +14:29 Ommeren Pieter van (SB): No immobility very well. + +14:30 Jeroen Haverkorn van Rijsewijk: Yeah. + +14:31 Ommeren Pieter van (SB): Targets I think, also quite well. + +14:36 Jeroen Haverkorn van Rijsewijk: OK. So we don't ask you to any. + +14:38 Ommeren Pieter van (SB): So I think the third question is most relevant and the second, by the way as well. But the third is most relevant and that we need to spend a lot of time. + +14:46 Jeroen Haverkorn van Rijsewijk: OK. So then I'll scrap the first one, because that might come across as though we haven't spoken to you then. Does that make sense? + +14:54 Ommeren Pieter van (SB): True, true, true. Yeah. + +14:54 Jeroen Haverkorn van Rijsewijk: So we simply skip that one, yeah. OK. Are you also taking notes here, Patrick? + +15:04 Patrick Motsch: He does it. Wait, he does not make enable to work in one version. + +15:09 Jeroen Haverkorn van Rijsewijk: No, exactly, but so you are. You are working in this. I will save mine as a different one then. + +15:14 Patrick Motsch: And I go out and don't save. No, you continue because I have my comments. I can take them out, OK. + +15:22 Jeroen Haverkorn van Rijsewijk: OK. Yeah, it's that doesn't work. It only works for Google Docs. I said myosopy. Never mind. + +15:33 Ommeren Pieter van (SB): I have + +15:39 Jeroen Haverkorn van Rijsewijk: Alright, so nature of your relationship. Yeah. Nature of your relationship. As in personal relationship, but actually you said he's a he's a manager, so you probably also need to talk about his team's relationship with E mobility or or yeah. + +15:53 Ommeren Pieter van (SB): So he is indeed managing the team that is helping immobility. + +15:58 Jeroen Haverkorn van Rijsewijk: Yeah. Alright, then we go into tech vision and framework. Yeah. Yeah. So because we very much believe in this, in spirit of Co creation. Because we believe it builds better products, better results, we also like to invite. All participants of this kickoff phase into that mindset, so also Tobias. Which is why why we would also love to hear from him how does actually. He he defined tech vision. And then after that we. The next question is we've done some brainstorming and and this is what we come up with. As relevant in this context. So these are obviously leadership culture, strategy, data, AI and operating model. So these are the things that we will touch upon and we'd love to hear also his input in that. + +17:05 Ommeren Pieter van (SB): Thank you. + +17:05 Jeroen Haverkorn van Rijsewijk: So yeah. So that's just kind of to feel to kind of get a feeling for what he feels is part of this. Patrick, please. + +17:12 Ommeren Pieter van (SB): We could also say what kind of what kind of what kind of procurement. Initiatives or procurement developments are relevant for us to know when it comes to defining our tech vision. For instance, So what is? What is going there? Probably a lot is also ongoing within procurement. How? How? What kind of things? There are relevant for us to know now while we are defining efficient. + +17:39 Jeroen Haverkorn van Rijsewijk: Yeah. + +17:40 Ommeren Pieter van (SB): You can also ask him how he wants to contribute or how does he see his team. Those kind of things. It was maybe already in the list of questions. + +17:50 Jeroen Haverkorn van Rijsewijk: OK. Good. And then how strong is this translation actually in your procurement strategy? Yeah. And what's your vision for Procurement's role in the company's digital future? Patrick, do you want to comment on that? Any. + +18:10 Patrick Motsch: I fear no comments. It's good. + +18:12 Jeroen Haverkorn van Rijsewijk: OK, good. + +18:14 Patrick Motsch: On the next on the next slide then. + +18:16 Jeroen Haverkorn van Rijsewijk: So this is quite solid. Yeah, but then this is the question. Like what do we do with this section? So I think the conclusion. + +18:23 Patrick Motsch: Can you go to the other document now that the original? Because I posted not the revised questions that we take him as an expert, a supporting role. And don't not that we ask about his business. That we can take a look at this reviews revised version. + +18:39 Jeroen Haverkorn van Rijsewijk: OK. + +18:40 Patrick Motsch: Just check is it this? Yes. Now I would start like this. The first task, him as an expert, but he said also this to take him as an expert and not to tell about his business. + +18:51 Jeroen Haverkorn van Rijsewijk: Nice. + +18:54 Patrick Motsch: Attorney general. + +18:55 Ommeren Pieter van (SB): A good, good question, Patrick. Really good question one and two. + +18:58 Patrick Motsch: I think I just changed the set now you know because before it was that he's in the lead that we asked about his business. Now I ask him as a supplier. Not to buy a supporter a supportive process. + +19:14 Ommeren Pieter van (SB): Yeah, perfect. I think that's good. And let's also see what he brings up. Could be that we based on what he's saying. + +19:21 Patrick Motsch: Now he can tell he can tell everything around what he heard, what he does not like, what he likes. + +19:27 Ommeren Pieter van (SB): Yeah. + +19:27 Jeroen Haverkorn van Rijsewijk: Good. + +19:28 Ommeren Pieter van (SB): Like us. Like us, like us. What a quick game, Patrick. + +19:32 Jeroen Haverkorn van Rijsewijk: I will. So I will put these in then yeah, into the into this one. Yep. + +19:38 Patrick Motsch: But so we exchange it, then we are safe. + +19:39 Jeroen Haverkorn van Rijsewijk: Very good. Wonderful. And then we have the conclusion. Yeah, it would be good to have to start the conclusion 10 minutes before the end. + +19:50 Patrick Motsch: So you're the time keeper, Sharon, because I speak. + +19:54 Jeroen Haverkorn van Rijsewijk: I'm I'm happy to do that. Yeah, I'm happy to do that. I'm. + +19:56 Patrick Motsch: So we can do pre work handed yellow hand. You know, somewhere you can put the hand. + +20:01 Jeroen Haverkorn van Rijsewijk: Yeah, I will. I will. I will simply say it, I think. + +20:06 Patrick Motsch: I also will try to look you know, but it's it's always better to have double checked, yeah. + +20:09 Jeroen Haverkorn van Rijsewijk: No, no, I understand. And I think the also the secret is in not spending too much time in the beginning. + +20:15 Patrick Motsch: Yes. + +20:15 Jeroen Haverkorn van Rijsewijk: Of course the setting. + +20:17 Ommeren Pieter van (SB): I will talk for 30 minutes for my intro. Is that OK? + +20:18 Jeroen Haverkorn van Rijsewijk: Exactly. Yeah. I was gonna say the the setting the scene is quite crucial. But then if we spend a lot of time on the first questions, then yeah, and then and the personal introductions that that we can typically keep crisp. + +20:32 Ommeren Pieter van (SB): And you just mentioned shit in shit shit out. This is also I wrote it down and it's actually also very applicable to the relation between hardware team and procurement. Not seriously. So our lack of our vision, lack of our proper follow, at least that's actually shared in and then he's doing his best, but still shit out. + +20:50 Patrick Motsch: Mm-hmm. + +20:51 Jeroen Haverkorn van Rijsewijk: Yeah, yeah, yeah. + +20:53 Ommeren Pieter van (SB): But OK, sorry for this interruption. + +20:55 Jeroen Haverkorn van Rijsewijk: That's great. You know, so. So let's let's set a firm intention that that this initiative will will really improve that that situation a lot. Yeah. So and then of course, there's it starts with. Have we missed anything? And then we thank him and then maybe back to you, Peter, to explain the next steps. Basically next steps is. Next week we have all the interviews and then we have a week to kind of calibrate and and synthesize and then the week after that we have. Our kickoff. Virtual kickoff sessions with with the core team. To which he is also, which he's also a part. Let me see just to double check my words, but I will see. + +21:48 Patrick Motsch: You take a lindora. I can also check, yeah. + +21:50 Jeroen Haverkorn van Rijsewijk: Yeah, we have him. We have Peter Fabian, Nietzsche and us, yeah. Yeah. So that's on Tuesday, 16 and then we have kind of, yeah, if we need more time slot on on the 18th. Which is, I think, Patrick said he could not make that. But yeah, it's. + +22:15 Patrick Motsch: It's the lunch time that I cannot do. I can do it in the morning or in the afternoon, but not during lunch time. + +22:20 Jeroen Haverkorn van Rijsewijk: Yeah. So between between one was the only slot that that everyone. + +22:27 Patrick Motsch: I know, I know. Yeah, yeah. + +22:27 Jeroen Haverkorn van Rijsewijk: So I I would say let's leave that for now. If that's works, Patrick, then because it's also maybe we already get to where we need to be on Tuesday. + +22:39 Patrick Motsch: Absolute no problem. + +22:41 Jeroen Haverkorn van Rijsewijk: So, OK, good or good, OK. So that's the next steps, Peter. And then? After the the kickoff, obviously there is. Yeah. Then then. Then then we define the follow up part of that. We will of course go create a direction during the kickoff, right? But then we will go back to the three of us together with Fabio to to then. Distill an approach. And then, of course, we also need to kind of recontract the roles, whether, how, who does what, et cetera. So that's the next step. That that have been that are on my mind, but maybe you have extra. Yeah, more next steps or yeah. How do you see that Peter? + +23:32 Ommeren Pieter van (SB): No, I think I think this is for now. He's also the 1st. We were talking to. This is fine. This is good enough. + +23:40 Jeroen Haverkorn van Rijsewijk: All right, cool. + +23:42 Ommeren Pieter van (SB): I will do that part. I will prepare it during lunch and. Intro and outro. Yeah. + +23:47 Jeroen Haverkorn van Rijsewijk: Excellent. Yeah. And I always like to also. I mean, of course, we're keeping it a limited number of stakeholder interviews to gain insights and help craft the kick off. But it's also interesting from him to hear like who should we be involving at some point in this in this process, right? So not per SE to kick off, but like Steffan and Steven, we will of course be. Speaking to in the phase one, or maybe he also has Stephane and Stephen's that we. To take into account. So or maybe he has other things on his mind. That so that was my. That was my idea too. So because he's he's on the periphery, let's say, right? So within the BU we have quite good visibility of who we should, who we need to pull in and not. But in his case, I I think for me, it's at least not not so clear. OK then. Yeah, but so from from there on, I would say you you do. Then explain the next steps and then you ask him, hey, is there anyone else that we need to be thinking of in, in the next phase from your team? And then you you can. + +25:01 Ommeren Pieter van (SB): Yeah, probably China, one of his managers that is closely working with Steffan, yeah. + +25:03 Jeroen Haverkorn van Rijsewijk: Good. OK, super. And then you can close the call I think. Yeah. So that's kinda how we what we had in mind. Yeah. So tomorrow I told you if there are any any other questions coming up. Yeah, we can't all work in one document. Yes. + +25:25 Patrick Motsch: Three former things share on May I3 formal things. First, at first, do we show the questions to him on the screen or we only speak? What do you think? + +25:33 Jeroen Haverkorn van Rijsewijk: I I. + +25:34 Patrick Motsch: It's a front Contra won't would like to have your opinion on this also. + +25:36 Jeroen Haverkorn van Rijsewijk: Yeah. I typically speak. So the only slide. + +25:43 Patrick Motsch: Because because because we show him this, this, this wheel we show him. + +25:46 Jeroen Haverkorn van Rijsewijk: Show me the wheel, yeah. + +25:47 Patrick Motsch: That's why we because. So we just show him the wheel and then we take it back that we see each other because the problem is when we show text normally in this call here you don't see good people. So I would prefer not to show the questions. + +25:59 Jeroen Haverkorn van Rijsewijk: Yeah. No, no, we we're not going to ship it. + +26:00 Ommeren Pieter van (SB): Because then we could have better send it upfront. I think that there's no need. + +26:03 Jeroen Haverkorn van Rijsewijk: Now and then then then if I see that, then I start already thinking about the next three questions. + +26:09 Patrick Motsch: Exact. + +26:10 Jeroen Haverkorn van Rijsewijk: Yeah. + +26:11 Patrick Motsch: But so we show the wheel and we take it back. This is one thing, then, about perfect, then about the transcript. So after the meeting, now we analyzed the transcript results. Do you take now the the TLDV? Because then I take out the the meeting notes from us. + +26:26 Jeroen Haverkorn van Rijsewijk: Yeah. So. + +26:28 Patrick Motsch: Not that it's like like a Peter said that it's full of AI's in this call. This is not good. + +26:31 Jeroen Haverkorn van Rijsewijk: Yeah. No, no. So I will share share mine and with you and you can you can and then we look which one we choose, yeah. We don't need to bother Peter with that. + +26:44 Patrick Motsch: And I just went afterwards because he he only sends after the meeting. + +26:47 Jeroen Haverkorn van Rijsewijk: Yeah, very good now, but let's do two you and me to to decide that. And then Peter can focus on having lunch and preparing his his opening, his opening. If that works, yeah, we do it that way. + +27:03 Ommeren Pieter van (SB): Yeah, sure, sure, sure. + +27:03 Jeroen Haverkorn van Rijsewijk: How we run it, Peter opens hands over to me. Then do a personal intro for personal intro. Also, I'll hand over to you, Patrick and then you give it back to me, I do. 2:00 and 3:00. Then you you do. Four and five hand over to Pete. + +27:23 Patrick Motsch: First part of five hand, I would repeat the feedback to finish. + +27:24 Jeroen Haverkorn van Rijsewijk: Exactly 5A and then Peter does with 5B and finishes the call. And yeah, we aim to finish at like 5 minutes before scheduled and then typically people are still relaxed. Yeah, I also. I say that quite often, and then typically it's a rush job anyway. Sometimes or maybe not knock on wood, but I think then at least it's clear who does what when. Yeah. Awesome. Jen's really looking forward. And I also said I wasn't really nervous, Peter. But yeah, of course I'm not leader of the s s, but I I did say to my wife it's it's an important day today. Yeah. With our first meetings in this initiative. And I'm I'm really looking forward to to making it a success together. There, with all of us. + +28:09 Patrick Motsch: Yes, me the same I said. Exactly the same to my wife. Because for you, for me, Peter, also the customer is you know it's completely new. So I don't have insights anymore. I have a big respect on this, but I'm also happy that we can start. + +28:22 Ommeren Pieter van (SB): Yeah, sure, sure. Thanks for sharing. + +28:26 Jeroen Haverkorn van Rijsewijk: Nice. Anything else else you need from us, Peter or I feel comfortable. Excellent, excellent. All right. Well, have a good lunch, everyone, and see you in one hour from now. Alright. Bye bye. \ No newline at end of file diff --git a/mandates/vattenfall/110 Base Documents/20250903 transscript design meeting.txt b/mandates/vattenfall/110 Base Documents/20250903 transscript design meeting.txt new file mode 100644 index 0000000..c8637ec --- /dev/null +++ b/mandates/vattenfall/110 Base Documents/20250903 transscript design meeting.txt @@ -0,0 +1,383 @@ +00:00 Ommeren Pieter van (SB): Inclusivity. + +00:01 Patrick Motsch: Yes. + +00:03 Jeroen Haverkorn van Rijsewijk: Yeah, I'm receiving very positive feedback on you from my my AI note taker, yeah. You feel seen? + +00:11 Ommeren Pieter van (SB): So so I learned that even with prompt, even with prompting, you need to be nice, but this helps. + +00:15 Jeroen Haverkorn van Rijsewijk: So I learned. Yeah, I learned that too, and I learned it also costs a shit load of extra energy. So that actually it's not efficient. + +00:23 Ommeren Pieter van (SB): Well, to be nice or to. + +00:25 Jeroen Haverkorn van Rijsewijk: Yeah, to be nice actually. Like efficiency wise, it's much more efficient to just be rude and direct. But I'm. I'm also I'm yeah. + +00:34 Patrick Motsch: OK. So so I jump in this communication. This means when I want something, don't say please, because it's one word too much. You don't need it when you have the result. Don't say thank you because this triggers the next the next step. So just get the result and go. + +00:50 Jeroen Haverkorn van Rijsewijk: Exactly. Exactly. + +00:51 Ommeren Pieter van (SB): Interesting. + +00:52 Patrick Motsch: That's AI. + +00:55 Jeroen Haverkorn van Rijsewijk: Yeah. Let's do let's do 1/2 hour chicken. I really feel like so disconnected from you guys, you know. + +01:05 Ommeren Pieter van (SB): Yeah, it's interesting. + +01:07 Patrick Motsch: Yes indeed. + +01:09 Ommeren Pieter van (SB): How is it for you so far, Patrick being being being having I think the most outside in perspective? + +01:17 Patrick Motsch: How it feels until now with introducing me or with you guys or no, no. + +01:23 Ommeren Pieter van (SB): No, no. This is the. So of course it's an assignment. And now you've started and we're on the way. So how is it for you? + +01:27 Patrick Motsch: For me, it's very, very structured. How are is everything organised? Also, you're on your side. I feel that you are new in your job, but the connections I feel here. Especially as you run, the people are known. Who know who does what? Who is organising what? Who are strongs and weaks? We speak about the insights. You know, we are not speaking until now. Until these five interviews we had, I did not feel that we were speaking about fundamentals. Or perhaps they don't tell. Or perhaps it's not the topic, but in other sessions it was. Different there. We had also dispute we identified also that somebody said, AH, there is a problem and then we had also to make more interviews because of identified this problem. We also had the situation that certain people really did not know what authors did. They were disconnected. + +02:14 Ommeren Pieter van (SB): OK, OK. + +02:15 Patrick Motsch: That's the level I would like to say from my side. So from my side it's I would say it's calm. + +02:23 Ommeren Pieter van (SB): Sharon. + +02:24 Patrick Motsch: Yeah. + +02:25 Jeroen Haverkorn van Rijsewijk: Now. Yeah. Yeah. Thanks. Yeah, I mean, it's also quite. An overseeable size, so that's good. And and yeah, and as ever since I, I mean, Peter, you've been there longer than me. Whatever. I've really seen the great. There's, there's always been some form of passion and and a higher purpose. People are driven to contribute to fossil free in one generation. But specific pills to to, to immobility, to evis. Yeah, and. Yeah, and and and right now I feel the BU in in the configuration, I mean there are there are the BU Mt they're there are always things that you can improve but in general. Peter, you you have seen a few BBUMTS from up close and I think this one right now is seen a good place also. + +03:29 Ommeren Pieter van (SB): Cool, cool. + +03:31 Jeroen Haverkorn van Rijsewijk: In general. + +03:32 Ommeren Pieter van (SB): Yeah, yeah. + +03:32 Jeroen Haverkorn van Rijsewijk: And so I think that you're seeing that you're also seeing. The results of of hard work, let's say so. Also from Fabian I'm getting the BU Empt in this. In this specific configuration and everyone in the BU empt. Yeah, yeah. Yeah, but we can talk about it later. More perhaps, Patrick, but I think for now this the the intention of this meeting was to have a first conversation around how to structure the kickoff. And ideally you first have all the interviews and then do this session. But yeah, in the kind of the carousel of real life we we we we have not yet fully completed all the interviews and we have this session. We have another touch point. + +04:26 Patrick Motsch: We already have much information to make. A first step, I think. + +04:30 Jeroen Haverkorn van Rijsewijk: On the 12th, yeah. So there on the 12th, we we come together for a last time and then we can we can iterate. But I think yeah, I agree with Patrick. Yeah. + +04:41 Ommeren Pieter van (SB): What is the? What is the aim for the kick off session? So what do we want to achieve in the kickoff? So because I maybe maybe share a thought. So of course with all those interviews and all those, all those topics and questions on the table, we need to make sure that there's also a realistic expectation of what we can deliver. So I would say also also when it comes to the vision, I would say even there we need to focus. Somehow. So it's it's so much topics from from, yeah. So point. So I would say, but that's maybe also something we can discuss in the kickoff. But but I would say when we start the program or when we have defined what we want to achieve in the program let. Make sure we are realistic in what we can achieve. Because we also don't want this to last two years. Yeah, so this is what something that that came to mind. So what is it really that we want to deliver, which is we need to discuss? And and this could also be part, yeah, yeah. + +05:52 Patrick Motsch: I I like this question because I also like to start at the end. It should start when we go out of this room what we have, but I can contribute to this answer is when I already know that I have this interviews. I will. I will analyze them. We have this framework that we see the different domains. You saw this from this IMD model that I can look from my side and also you from your side share on for the leadership part. There are the topics. Just just to make the points, where are the topics and to name them. This is, I would say this is from bottom up. This is the bottom up view. The top down view I have is from the interviews from the roles, from the positioning in the organization. I can have the top down view. I already have a picture on this I. Can shape it also with the next introduce I would do like this and then what I would expect is that we have a topic list, meaning we have a handful, perhaps 5 topics. We say those are to address. And there are other topics that this maybe don't we don't address. And I would like when I prepare, I prepare this long list. It's a long list like short list long list in sales. It's a long list of topics, and for example five are marked to say you have to put the focus and just to jump in. Perhaps the first tranche to align on the goal to say when we go out for example, we have this slide with with the top. What the next step is to be done and the first step, what we have to aggress on this list. Is this the topics? It's just a first step, how I would I would I would start it. I would end it and what is between? It can have certain dynamics and if we can shape, I want just to bring in this. What do you think about this approach? + +07:27 Ommeren Pieter van (SB): Yeah, yeah, really good. And and actually, I would rather say in the end we pick only a few topics or you say handful, but let's say we could, we could even say we only do two or three. And then make a big success and say this is maybe then techfish and 1.0 and if you're happy next year we work on 2.0 whatsoever then to say, OK, we've listened to you and we pick it up. All of it together and it will. Not be a success. It's because it's really too much. + +07:56 Patrick Motsch: Very good point. Now. + +07:58 Jeroen Haverkorn van Rijsewijk: Yeah, and and in the choosing the topics we also in a way define the DSH signature, yeah. + +08:08 Ommeren Pieter van (SB): Yeah. + +08:09 Patrick Motsch: The audience also. + +08:11 Ommeren Pieter van (SB): Yeah. + +08:12 Jeroen Haverkorn van Rijsewijk: Also yeah. + +08:14 Patrick Motsch: I just. I just make an example. I just say it's wrong, but a theoretical example. If we see this journey that we need to do is perhaps leadership journey. We don't need it for this. Then we don't invite. We only invite, perhaps, that they are in the loop, but then we have other stakeholders. I say this theoretically. Just like this. + +08:35 Jeroen Haverkorn van Rijsewijk: Yeah, maybe going back to so. Still in the process of sending you an updated letter of engagement because. Well, we needed to get our legal act together, but we now also have a bank account. So I'm still looking for my vit number but for for. + +08:57 Ommeren Pieter van (SB): Page 3 you mean? + +08:58 Jeroen Haverkorn van Rijsewijk: Yeah, for H3. Yeah, but anyway, I did share this initially. I don't know if you can read this. + +09:07 Patrick Motsch: Yes. + +09:07 Jeroen Haverkorn van Rijsewijk: It's quite small. + +09:08 Ommeren Pieter van (SB): Yeah. + +09:08 Jeroen Haverkorn van Rijsewijk: I can. Yeah, this is what we shared with you, Fabian, for the kickoff. And I think it's still quite accurate. + +09:28 Ommeren Pieter van (SB): Yeah. + +09:29 Jeroen Haverkorn van Rijsewijk: Yeah. But I would like to come in the kickoff with a with a high level. Current state assessment. So you could say indeed I like this this longest of topics and then. For a few we can. We can go a bit deeper. Also. We can of course also prime it a bit from OK where we feel it would make the most. Difference and at most value. If we choose this topic or that topic for that topic, we can go perhaps a bit deeper. We know so much. Also with you on board that Peter of the organization, so I also feel we have a lot of wisdom there. And then also we could probably it would help be helpful also to already think a bit in in terms of team roles for this next phase because this this small group there has. Yeah, it helps to to to to have that conversation there instead of them going back to, to, to Austrian and Fabian to say, OK. We need this and that person. Where actually we also need people from. And. And procurement, yeah, so. This this would be I think, for me there's still this still holds and it's it's two hours. I'll stop sharing this now. So of course there was. There was a check in at the beginning. There's the next steps at the end. Let's say we have. Let's say we have 1 1/2 hours of of of work, maybe one hour 15 minutes, and it's kind of hard to. How to optimally use those? Yeah. So giving back the synthesis or main, you know, insights of the interviews which which, which includes then also or leads to this long list of topics. Then having a conversation around those topics, right. Choosing two or three as focus points. And then going to the team and and how might that look in terms of Team, team? And and and and and roles. And then already I think realistically that should should take us to the end of the meeting. + +12:19 Patrick Motsch: I would like to add 1 point for for the result. So one component of the result is also based on on the topics that we defined. I would say on the on the achievements or objectives that we define that we define the people that we need to elevate elaborate now the details on this. So we can have like these two topics or these two deliverables at the end of the key calls on this. + +12:42 Jeroen Haverkorn van Rijsewijk: Yeah. + +12:42 Patrick Motsch: Level to say we don't define how we want to do it. We define what we define objective. + +12:47 Jeroen Haverkorn van Rijsewijk: Yeah. + +12:48 Patrick Motsch: And based on these objectives, we define who we need in a in a joint team to bring it one step further. And like this, we could already shape high level in this team a little bit the road map to go there but not on the content it's then. On the on the. + +13:04 Jeroen Haverkorn van Rijsewijk: Yeah. + +13:04 Patrick Motsch: On the organization and on the leadership. + +13:08 Ommeren Pieter van (SB): Yeah. + +13:08 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. And I would like to add it's maybe also just governance. So not only who, but also also. + +13:18 Patrick Motsch: Hey, cool question Sharon. Perhaps Peter also question on my side, not knowing you when we continue now, this will be a project and running or a program. However you call it. Do you have governance structures to steer this or will this be a new governance? This initiative. + +13:37 Ommeren Pieter van (SB): I would change a new project. + +13:39 Patrick Motsch: It's just a new project, OK? So I asked differently, Peter, besides all other projects that you have, is there a common steering for the projects or how does this work you know? + +13:55 Ommeren Pieter van (SB): Yeah, we do. We do. We have Tollgate Tollgates decisions in in vital for the question is if we should fully embrace that, I don't know. + +14:04 Patrick Motsch: For this level, see what you mean. Too much administration then, for this initiative, huh? + +14:10 Ommeren Pieter van (SB): Yeah. And and I would also like to have a lot of action, to be honest. + +14:16 Patrick Motsch: The point is, that's why I was asking for a program that you have structures for program, because normally the program is on the on the, on the steering or on a management level, and based on the program which is running also many years, perhaps you run initiatives and. Then the character would be. When we go out of this kickoff and also an additional meeting or two or three meetings. Whatever we need, we have defined the initiative with the scope. And then based on this project are launched and hopefully not too big. Just as an IT. + +14:48 Ommeren Pieter van (SB): Yep, Yep. Yeah. You're thinking about sub projects here. + +14:51 Patrick Motsch: Yes, and it will be programmed with projects. The program is running as an initiative to support the strategy on this level. We measure the value and we launch projects and tapering back results. And on this level is also the feedback cycle. + +15:09 Jeroen Haverkorn van Rijsewijk: Interesting question. No, I I also see that Patrick was just wondering, Peter. Yeah, what's most optimal, but so trust. Trusting your leads, yeah. + +15:24 Patrick Motsch: I knew I can ask this if it's if it's fixed, I learn and and if not, just to understand how it works. But we don't need to know this on the kick off, by the way. + +15:36 Jeroen Haverkorn van Rijsewijk: Yeah. No, but it's it's a good point because there's of course, the moment, every, every time a project or program is launched, there is always a question like do we really need it or can we not make it part of. Running governance, let's say. Yeah. + +15:59 Patrick Motsch: Because we if we. + +16:01 Ommeren Pieter van (SB): Yeah. So the question is, is the kick off is other participants in the kick off Steering committee. Oh yeah. So or is it? Is that needed? Yeah. So that's, that's the question. + +16:09 Jeroen Haverkorn van Rijsewijk: That's a question and I I would say. See what? OK. So like it depends of course on on the on on how we want to take it. But assuming that. Cross. Cross BU so like it procurement BU collaboration is needed then that would probably point towards a something of a steer Co that is a bit. Elevated outside of normal. Governance, however, then programs that. Projects that are, let's say, created out of this program. Some of them could just land in normal operations perhaps. + +16:56 Ommeren Pieter van (SB): Yes, I was thinking while you were talking about maybe a dimension which could be interesting. So we're part of this is also the new leadership team of DSH, and we're discussing the constellation. We have a view, but at least we know Stefan and Steven will be in. So Steven is my manager, the head of Digital Steffan Lutz is the head of hardware. They both run a team. So so Steven, you will meet him for sure in this project that Patrick is leading is steering all the POS. All the product owners and Stefan has all Chargepoint engineers. Kind of people in his team, I think one of the one of the things that is currently for sure true is that they are not really leaders at this moment. I would say. So I of course I'm here for a limited time. If you talk to them you. Cannot say, oh, they're visionaries. They are well put them in front of a group and they will share. They will tell what they what they thought about. So you could also see this maybe as a. Mini training for them. How to work on this? So, for instance, if something if an AI strategy or something or Gen. AI for CRM need to be developed, this could very well also be a task. For instance for Steven and and and Edwin or something and so or or all these hardware topics. Stefan Lutz is Mr. Hardware himself. So can't he play a role here and and and by means of the program also immediately form a sort of team? With these players, because Stephan will work with procurement and Steven will work with IT, which are exactly the people we want to bring together in one team. So yeah, just. + +18:42 Patrick Motsch: This idea of the steering, which this with this group from the from the kick off or whatever, he whoever it is because first we elaborated to get it initiative and when it's going to be to define capacity and resources to staff project then we also have a short. Connection on this. + +18:58 Ommeren Pieter van (SB): Yeah. + +18:59 Jeroen Haverkorn van Rijsewijk: Yeah, and I think. + +19:01 Ommeren Pieter van (SB): And sometimes it's true for projects in votevo that we say, OK, we start with this question and then we say no, there needs to be a serial code program manager, PMO office and we hire 3 for project managers. And as a result the, the, the, the direct man. Are leaning a bit backwards. So leaning back because the project is solving it. And now I think we want leaders to have a very active role. + +19:27 Jeroen Haverkorn van Rijsewijk: Yeah. And I think when when. Yeah, when? When? Fabian asked me to to support with the target operating model, said Tom. I took former colleague from 4 Chiefs, Fira and and and Vera working close collaboration with Andrah and Andra. Really Andras, for the follow his his colleague of Peter. Previous chief of staff to Fabio. And and she really well, that whole program was designed so that line managers. Took the took the ownership and responsibility and it was Co created and everything. Not not to say that the whole thing went perfect, but I think from the set up it was very smart because it was very lean from the, you know, number of people involved externally. It was very much relying on on internal line organization. With, with, with the advantage of people. Yeah, not not being. So much caught by the not invented here syndrome. So it was much more easy to kind of adopt and to start working with it. Then I would have other otherwise, if BCG would have come along and said this is your operating model would have been a lot, lot harder and and I think for this we we. Should if if we know that this logic applies, then we should. Use that to our benefit. To the benefit of this initiative, at the same time, I feel. Everything that we're you know, which which gets attention. Grows, so we we should at the same time not make it too dilute. So it's finding the the optimal balance there and and you could say, OK, that's the new to be to be formed. DSH empty. But it it really depends a bit also on the outcome of of the kickoff, I would say. It's a bit too early, but we we could for sure. We need to have the conversation in the kickoff and then and then see see what happens. At least we we could even in the kickoff, define two or three flavours. Right. But then we're at least aligned on the flavours. + +21:56 Ommeren Pieter van (SB): Mm-hmm. + +21:57 Patrick Motsch: To be honest, I'm not quite sure whether after the kickoff we just launch program and projects. I could imagine. First, there are some rounds in the small round to shape the topics. I just give some give 2 topics. Perhaps, we say we make now a clear product strategy and a sourcing strategy, something like this. And then we all, together with procurement and in the IT we have to define what it means. Or I take another topic? We say bid 85 now hybrid teams. Interdisciplinary for different from different departments. To work on a topic, how to shape this? I think first not to go too, too much deep first first to define this this leadership and this strategy topic that it's clear and also not to forget I heard in many in many interviews now communication before we launch something then to make a communication with everybody also. To get some feedback from the base or from the other managers to know what they think about, to consult and tend to go out. So this was an idea that music, just some some things are not yet further in structure or logic. But I see these topics around that we that we defined them properly before going out because then we have half solved this this journey. + +23:20 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. And as long as we at a higher level, make sure that we and others other relevant people understand how it all is connected. We can work on this then and on that then and and on that then. It doesn't all need to happen at once. If if we. If we yeah if. + +23:44 Patrick Motsch: Yes, the alignment and the communication, I think I would say based on the interviews until now, we'll see. What is the others? This is 1 crucial I would say take crucial topic the define of the lead and the communication on these topics that we are all aligned and this round is a good round. Because you don't have in. + +24:02 Ommeren Pieter van (SB): What are you saying to define the lead per subtopic or or overall? + +24:05 Patrick Motsch: The leadership role from your side, where are you taking the lead for what topics and that all others know you have the lead here? + +24:14 Ommeren Pieter van (SB): Yeah, yeah, yeah. OK. + +24:15 Patrick Motsch: You know, that's why it came in my mind. Is this topic about sourcing. For example, solving has to do with procurement, with it, it's to do with you with, with the business side, there are many top there. This is a topic you can give it to to different people or you can have it shared, but if nobody does, does the lead, it's not organized. + +24:36 Ommeren Pieter van (SB): Yeah, yeah, yeah, true. + +24:36 Patrick Motsch: I mean topics like this and I will myself also search topics like this that are not already in one in one unit or in one organization. Topics between that we miss now because as I understood you are quite good in what you already do. The leadership is clear for the different topics, but there are topics that are between somewhere not clear. + +24:58 Jeroen Haverkorn van Rijsewijk: Yeah. And also how how it is all connected? It's not. + +25:02 Patrick Motsch: Yeah, he's here. + +25:05 Jeroen Haverkorn van Rijsewijk: Yeah, maybe a way to look at this, Peter, is to. Yeah, indeed. Say hey. Where? Where can this edge at most value? And then kind of deducting from that logic, that's OK. And that means we take this and this and this topic. And that then conversely, again puts the focus of DSH on those topic, and therefore it also shapes DSH around those topics. + +25:37 Patrick Motsch: I like this ID share on because this also triggers. Perhaps we expect from DHA from UDS and from UDS and from UDS? This is the role and they get what they search, how DSH is in the lead to say this is what we do. This is what we need. So we expect from you that. + +25:57 Jeroen Haverkorn van Rijsewijk: Yeah, because choosing from a long list can also be kind of confusing exercise. But taking it top down from using value as the as the key. Driver and then saying OK and this is how we how we are going to deliver that value. This is also where we want to get your feedback and be measured on our performance and then that that creates that signature that we're looking for. And and I I have a feeling that it it will cross digital services and hardware, right. There are some cross some. Yeah. There are some cross some will be kind of. Maybe allocated in one of the others, but also there's there are some cross department topics as well. + +26:49 Ommeren Pieter van (SB): And this will be interesting. Who are those? Because I can also imagine there's quite a natural split. But OK, we we will find out, right. + +26:58 Jeroen Haverkorn van Rijsewijk: It would be good to to have at least one cross department topic, yeah. + +27:03 Ommeren Pieter van (SB): Because otherwise the question is why are you? Why are we one? Exactly who do? + +27:08 Patrick Motsch: Then it's just by make it. + +27:11 Ommeren Pieter van (SB): Yeah. + +27:11 Jeroen Haverkorn van Rijsewijk: No, and it's it has been a question within PMPM for longer. Which was the the previous name for DSH. Why are we? + +27:23 Patrick Motsch: What was the name before? + +27:24 Ommeren Pieter van (SB): Product and process management. + +27:25 Patrick Motsch: Whatever process now, OK. + +27:28 Jeroen Haverkorn van Rijsewijk: In yeah. Productive. + +27:29 Ommeren Pieter van (SB): But then also, yeah. Was it a little bit different consolation but true, yeah. + +27:32 Jeroen Haverkorn van Rijsewijk: Then there was also Evo's team was also in there. So failure management, yeah. Um. Yeah. Is it an idea, Peter, for you to kind of reflect on like, yeah, how do I see this actually what? What? How do I envision DSH? Where? Where do I envision? DSH to really drive value. + +28:04 Ommeren Pieter van (SB): Mm-hmm. + +28:05 Jeroen Haverkorn van Rijsewijk: Maybe just as reflection to to be with for for a couple of days and then you can start drawing out your department. And of course. We should still be open to kick off adcom's into dialogues into interviews, but then, at least. + +28:23 Ommeren Pieter van (SB): But to have this as part of the kick off as well. + +28:23 Jeroen Haverkorn van Rijsewijk: Yeah. + +28:25 Ommeren Pieter van (SB): Mm-hmm. Yeah, I have of course some thoughts. I can put them to paper for sure. + +28:31 Jeroen Haverkorn van Rijsewijk: I yeah. I mean it's finding a balance between coming up with. With something to kick against or to kick around or to play with. And and. And having a having an open conversation, but I think it we we don't need to go in. Yeah, we we can go in with quite. A with a with a with a picture to be validated or with some hypotheses to be validated rather than to say hey. Yeah. What should we do from these 20 topics? Yeah. + +29:08 Ommeren Pieter van (SB): Yeah. + +29:10 Jeroen Haverkorn van Rijsewijk: And then we can we can also just share share our logic and then people can, yeah. Say yeah, OK. It's easy to follow or some questions here or there, or I mean ultimately your you are also DSH leader. So I think it's also your natural and your natural place. + +29:29 Ommeren Pieter van (SB): OK. + +29:29 Jeroen Haverkorn van Rijsewijk: How does that sound for you? + +29:32 Ommeren Pieter van (SB): Yeah, fine. Perfect. I also believe that that there is a leader from too and the from. We already shared a little bit, but we haven't shared the two or at least the Envision 2 which would be good. + +29:49 Jeroen Haverkorn van Rijsewijk: And do you? Do you already have ideas around that aspired state? + +29:54 Ommeren Pieter van (SB): Yeah, but I need to. I need a bit of thinking, but yeah for sure because you can also put them in in a few dimensions right about also about leadership, about. Proactivity, or about all the all the things, yeah. The baby's the three, four things or something. Good job. + +30:16 Patrick Motsch: Oh. + +30:17 Jeroen Haverkorn van Rijsewijk: Up. Yeah. So what we can do? First, write down a rough structure on the kind of meeting agenda. Kind of. Yeah, just a structure we need to fill that that with content. And and iterates over e-mail until we have and of course speak to each other and until we have that meeting on, I think September 12th of my head. Let me check. Yeah. + +30:57 Patrick Motsch: Final Touch point Friday 12 at 1:00. + +31:01 Jeroen Haverkorn van Rijsewijk: At at 1:00. Yeah. Yeah. Next week, as I have 3 days of non-stop workshops. So, but I'll find time in the in the after, you know, in the evening hours and and stuff to and Frederick and I will. In continuous dialogue as well. + +31:23 Patrick Motsch: Yes. + +31:24 Ommeren Pieter van (SB): Yeah. Next week is for me also very busy with more or less the same. And then. + +31:30 Jeroen Haverkorn van Rijsewijk: Yeah. Do you have a big week next week? + +31:32 Ommeren Pieter van (SB): Are we? + +31:33 Jeroen Haverkorn van Rijsewijk: Of course, yeah. + +31:34 Ommeren Pieter van (SB): Yeah, it's it's insane. And then right, right after it's, I traveled to Poland also for a day with it because it's also in the same week. So it's five days of traveling to four countries to four countries. + +31:46 Patrick Motsch: Whoa. Oh no. On one side, wonderful on the other side, you will be so tired at the end. + +31:52 Ommeren Pieter van (SB): Yeah, quite ridiculous. But OK. No problem, because it will be good also to share a little bit in advance right to your team. The structure and what we're going to do in the kickoff. + +32:02 Jeroen Haverkorn van Rijsewijk: Exactly, yeah. So if we could. If we could have that, I I think the Friday 12 September is is quick enough, if we have the the meeting on September 16th, so we can we can align on it then. But for sure to present the structure and yeah we could even if if we have. Come to specific. Insights. Or maybe we have two 2 pages to share up front or whatever. Yeah. Let's see. + +32:34 Ommeren Pieter van (SB): OK. + +32:35 Jeroen Haverkorn van Rijsewijk: Maybe. Maybe that's Patrick. Let's let's also stay connected on on. Yeah. How do you see that pre reads or what we could and could not share. I mean, so I'm thinking of like insights of interviews and a bit of. So a synthesis from the interviews obviously would be good to to to send us pre read any any other things from you, Patrick and Peter that that are on your mind. That we could present other than the structure. Agenda. I mean, no. + +33:07 Patrick Motsch: Oh, I haven't. No, it would be too much also to give more. + +33:10 Ommeren Pieter van (SB): Gender synthesis. Yeah, I know. + +33:11 Jeroen Haverkorn van Rijsewijk: OK, cool. + +33:13 Ommeren Pieter van (SB): This is good, yeah. + +33:15 Jeroen Haverkorn van Rijsewijk: All right. Are we complete for now? + +33:18 Ommeren Pieter van (SB): Yep. It feels like we're going in the right direction. + +33:23 Jeroen Haverkorn van Rijsewijk: OK. Yeah. + +33:27 Ommeren Pieter van (SB): So I'm like a lot of feeling and sensing and I I feel it in my stomach when it's not going well or when I have a lot of doubts. But I I feel like. Yeah, it feels good. Not that we found the answer, but it feels like we're on the right path. Yeah, path. Yeah. For you for you guys. + +33:45 Patrick Motsch: Absolutely. Thank you. Very good thing that we do here. I like it full of emotions. You know it is. I like. It's not a joke. + +33:53 Ommeren Pieter van (SB): Cool, cool. + +33:55 Jeroen Haverkorn van Rijsewijk: Yeah, I know. + +33:55 Patrick Motsch: Not really. + +33:55 Jeroen Haverkorn van Rijsewijk: We're we're definitely fully in here. + +33:57 Patrick Motsch: I'm happy that you feel like this, yeah. + +34:00 Ommeren Pieter van (SB): Your stomach hurts. + +34:04 Jeroen Haverkorn van Rijsewijk: Oh my stomach. Yeah. No, I'm really enjoying it. It's a bit. It's it's quite a few back-to-back meetings today. So my head is like a bit zapped, but also another client just now and then another client in 9 minutes. And so it's also kind of doing this, but that's kind of, yeah, that's just how how my work is organized. Now when I isolate it to to your question and to this. Yeah, I'm I'm super happy and I think. We're playing the stakeholder game. I love playing the stakeholder game and I think we're playing it very well. I'm I'm a bit. I'm a bit reflective on on on on on jetsk suggestions to to include or reach out to CNS strategy. I definitely like her suggestion, but I would say for a later stage to to, to. To reach out to the Cindy's AI team, I mean you, you can do that anytime, Peter, right. But I mean as as a as a program, I would say we don't need to pull them in right now. It's it's not only about AI, what we're doing, but when we when once the that project or program or spin off. Starts to focus on AII think that's great. Yeah, CNS strategy. Baby, I think that will just over complicate it, but I'm not. How do you see that, Peter? + +35:38 Ommeren Pieter van (SB): No, I didn't like it at all. Suggestion no. + +35:42 Jeroen Haverkorn van Rijsewijk: No. + +35:43 Ommeren Pieter van (SB): It was like. + +35:46 Jeroen Haverkorn van Rijsewijk: Yeah, because then it like you start getting to get into hardships politics. And the one thing I like about the BU is that it's kind of nicely isolated. It's too small for people to really get get all emotional about and there is a lot of politics, Patrick, certainly so on the, on the, on the business area level. + +36:06 Ommeren Pieter van (SB): No, all of a sudden she and I. No, she in the strategy, no one knows. And also it's important. I think immobility is still, I think, quite innovative within the corporate Cindy. Yeah. Cindy's unit, of course, with all the respect, because they deserve a lot of respect for what they're doing. + +36:21 Jeroen Haverkorn van Rijsewijk: Yeah. And they have a different PNL. + +36:23 Ommeren Pieter van (SB): But it's a very stable business. It's two and half million customers already for 50 years and of course they're optimizing it. It's not. You get what? You know what I mean, right? It's so different. No physical assets. + +36:33 Patrick Motsch: Cannot compare, OK. + +36:36 Ommeren Pieter van (SB): No compare. + +36:37 Patrick Motsch: Yeah. + +36:37 Ommeren Pieter van (SB): And now I interrupted you, Patrick, when I ask for your stomach. But you were still talking, so I apologize for that, I think. OK. No, no, I know. But then before I think you were still just. + +36:51 Patrick Motsch: On my stomach feel I had. I had good. No, I had good lunch. It was. It was very good lunch. I have a good stomach feeling now. + +36:54 Ommeren Pieter van (SB): OK. + +36:56 Patrick Motsch: I'm so proud to, you know. + +36:56 Ommeren Pieter van (SB): OK, good, good, good. + +36:58 Patrick Motsch: No, definitely all good. Very happy. What I heard people, it just gives me information, but I'm also very always very dissatisfied. I cannot use it. No, it's not. Isn't true to tables a little bit special? This I said it also in the intro in the known before this was special. I did not get the inputs for the next steps to do something with it. It was rare. It was many things said, but it was it was not, not food. So like this I feel empty stomach. But the other interviews. + +37:26 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. + +37:27 Patrick Motsch: All of them they gave gave really valuable inputs. + +37:30 Ommeren Pieter van (SB): And we are connecting with Edwin and she will. He will for sure give the right answers instead of Jetska so. + +37:37 Jeroen Haverkorn van Rijsewijk: But just just for my understanding, Peter is then is if you look at like hierarchies is yet fabulous beer or is jet ski your beer, your beer OK? + +37:48 Ommeren Pieter van (SB): But in practice, practice, she's basically connecting to connected to Fabian much more. And Edwin, much more to me. + +37:57 Jeroen Haverkorn van Rijsewijk: Why? + +37:59 Ommeren Pieter van (SB): Yeah, I don't know. But I think, Edwin, the only was from Edwin and she's all over the place. Who's he's basically such a busy guy. But. Yeah, and. And then below Edwin is the author, Rebecca. That's yeah. So let's figure it out. But I know Edwin. Yeah. + +38:19 Jeroen Haverkorn van Rijsewijk: Sorry. + +38:21 Ommeren Pieter van (SB): Ashwin is highly involved and actually I thought jet ska was as involved too. But I think we now found out. Insufficient. + +38:30 Jeroen Haverkorn van Rijsewijk: Yeah, yeah, yeah. And I found. So when I was working with John and PMPMI found of course, I met Rebecca. And then later daughter also joined from it. I never really enjoyed. How to say? + +38:52 Ommeren Pieter van (SB): Yeah, I think what you're going, I think I know what you're going to say, it's operational. + +38:56 Jeroen Haverkorn van Rijsewijk: She was well, it's very operational. Yeah. So if you if you talk about tech vision, she none of both of them are not who we need. I don't. Edwin might be but but not Rebecca. Not daughter. And also when it comes to. Yeah. I never felt that there were true part of the management team where that was. + +39:25 Ommeren Pieter van (SB): No, of course not, no. + +39:25 Jeroen Haverkorn van Rijsewijk: It was sad, but I didn't feel it. And then in the beginning with when Rebecca was alone, we had this offsite 2 day off site and she was in and out and in and out. And it was clear that she was all these questions about what is my place here? And am I just a messenger? Bringing. Post meal from from from it. To to immobility and and vice versa. It felt like she was an empty shell just passing on messages. So we need to be clear on what we expect. And and how to form form this DSH empty. Because I I from previous experience I think it's it's it's it's it didn't work ultimately. Now that also had to do of course with with John's style of leadership for sure. But now that we are restarting this DSH empty, I think it's a golden opportunity to. Said it right right from the start. You know. + +40:21 Ommeren Pieter van (SB): Yeah, I don't. Edwin would be much better. + +40:23 Jeroen Haverkorn van Rijsewijk: Yeah. + +40:24 Ommeren Pieter van (SB): Let's connect to Edwin and and. Yeah, I agree. Yeah. + +40:29 Jeroen Haverkorn van Rijsewijk: Maybe connect to him already with that intention in mind that actually, yeah, and start also sharing some of these thoughts with Fabian. Because if if Edwin is really busy and he is our man, that might need some massaging as well to to to get him to free up sufficient time and and mental and emotional space for immobility. + +40:55 Ommeren Pieter van (SB): Yeah, but he he's already heavily involved in, in immobility. I would say. + +41:00 Jeroen Haverkorn van Rijsewijk: Sounds like we're we're, we're conjuring a plan. I really did. No, but I mean I think. I think he is our men. + +41:10 Ommeren Pieter van (SB): Yeah. + +41:10 Jeroen Haverkorn van Rijsewijk: Swiss and and if everything is on on on rails in one or two years, OK, let's see. But for the foreseeable future, I I think we really need him. If if if it's about making a step change. + +41:26 Ommeren Pieter van (SB): And it's interesting because it it could be that Edwin is currently acting on the level of Steffan and Steven, and I mean with that. Also, maybe quite practical operation, I'm not sure much leading, so I think he has a lot of knowledge. So Evan has a lot of knowledge. He's also the guy. If we want to, for instance, work on AI, all those kind of things in it. He's our guy. He has a huge network, he knows everyone, but maybe a bit like Steve and so I haven't had so far that he's really sharing. Something where? He said. This is what I believe. So maybe yeah. Let's see. + +42:00 Jeroen Haverkorn van Rijsewijk: Yeah, so, so then he can be an integral part of that journey, right? + +42:04 Ommeren Pieter van (SB): Yep, Yep. OK. Thanks a lot. See you later. + +42:08 Patrick Motsch: Thank you. + +42:08 Ommeren Pieter van (SB): Bye. \ No newline at end of file diff --git a/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports - Summary.txt b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports - Summary.txt new file mode 100644 index 0000000..a432e4c --- /dev/null +++ b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports - Summary.txt @@ -0,0 +1,26 @@ +Hi Jeroen, +I have selected two recent industry reports and a slide deck from P3, regarding a workshop held in July. That should provide a good overview of the charging infrastructure and EV markets across Europe, also with insights for our core countries. + +A small overview of each DOCUMENT: + +ChargeUp Europe – State of the Industry +Current state and projection of BEVs and CP infrastructure (private and public) in Europe. Includes highlights on customer experience, heavy-duty vehicles, smart charging and policy drivers. + +P3 – Workshop Slides July 25' +Signals that the consolidation phase has arrived, and the CPO focus should be on the customer perspective. Includes insights on operational KPIs, flexibility, digital user journey, direct payment vs. roaming and bidirectional charging. + +IMPROVED – EV Outlook 2025 +Highlights the next wave of EV adoption, driven by cheaper EV models in the market and stricter CO2 targets. + +I hope this is helpful. But, if you were looking for something different or more specific, feel free to reach out so I can further support. +Best, +Eduarda Rangel +Specialist Market Analysis +BA Customers & Solutions +E-Mobility +Value Management & Governance (CM-PG) +M +49 1516 7186 205 +eduarda.ribeirorangel@vattenfall.de + +Vattenfall Smarter Living GmbH +Hildegard-Knef-Platz 2, 10829 Berlin, Germany diff --git a/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025 P3 Workshop for VF_Slides.pdf b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025 P3 Workshop for VF_Slides.pdf new file mode 100644 index 0000000..ce3597c Binary files /dev/null and b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025 P3 Workshop for VF_Slides.pdf differ diff --git a/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025_ChargeUp_Europe_State_of_the_Industry.pdf b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025_ChargeUp_Europe_State_of_the_Industry.pdf new file mode 100644 index 0000000..64a7d23 Binary files /dev/null and b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025_ChargeUp_Europe_State_of_the_Industry.pdf differ diff --git a/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025_IMPROVED_EV_Outlook.pdf b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025_IMPROVED_EV_Outlook.pdf new file mode 100644 index 0000000..6a7fccd Binary files /dev/null and b/mandates/vattenfall/110 Base Documents/E-Mobility Industry reports -2025_IMPROVED_EV_Outlook.pdf differ diff --git a/mandates/vattenfall/113 Interview Fanny - Marketing and Commercial Operation/03 notes.docx b/mandates/vattenfall/113 Interview Fanny - Marketing and Commercial Operation/03 notes.docx index 75b2a14..67e65cf 100644 Binary files a/mandates/vattenfall/113 Interview Fanny - Marketing and Commercial Operation/03 notes.docx and b/mandates/vattenfall/113 Interview Fanny - Marketing and Commercial Operation/03 notes.docx differ diff --git a/mandates/vattenfall/113 Interview Fanny - Marketing and Commercial Operation/Process Cost Saving Matrix FL.pptx b/mandates/vattenfall/113 Interview Fanny - Marketing and Commercial Operation/Process Cost Saving Matrix FL.pptx new file mode 100644 index 0000000..8c79a57 Binary files /dev/null and b/mandates/vattenfall/113 Interview Fanny - Marketing and Commercial Operation/Process Cost Saving Matrix FL.pptx differ diff --git a/mandates/vattenfall/114 Interview Fabian - Head E-Mobility/02 transscript.txt b/mandates/vattenfall/114 Interview Fabian - Head E-Mobility/02 transscript.txt new file mode 100644 index 0000000..5cf6e61 --- /dev/null +++ b/mandates/vattenfall/114 Interview Fabian - Head E-Mobility/02 transscript.txt @@ -0,0 +1,335 @@ +00:00 Ommeren Pieter van (SB): It looked like. It looked like I was already in the future. + +00:03 Jeroen Haverkorn van Rijsewijk: Amazing. It's so fast. Hard to keep up. + +00:08 Ommeren Pieter van (SB): Yeah. Yeah, exactly. + +00:09 Jeroen Haverkorn van Rijsewijk: But you are Peter, right? You are not some hologram. + +00:13 Ommeren Pieter van (SB): You never know. You never know. I don't tell. + +00:15 .r RoomV DE Berlin Suedkreuz 6.C13 #8: You never know when year on, you know we're not that advanced right now. And so this is something we need to work on. + +00:21 Jeroen Haverkorn van Rijsewijk: Yeah, I I recently. + +00:25 Ommeren Pieter van (SB): So my intention my intention is to get paid without anybody noticing that I'm not there. + +00:29 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, yeah, yeah. Let's work on that. + +00:32 Jeroen Haverkorn van Rijsewijk: That's not real innovation. That's already happening. For a couple of generations anyway. Good to good to be here with all of you, yeah. Peter, will you kick us off? + +00:47 Ommeren Pieter van (SB): Yeah. So yeah, we could do it. + +00:50 Jeroen Haverkorn van Rijsewijk: Maybe explain to Fabian what we're doing here. + +00:53 Ommeren Pieter van (SB): Yeah. So. Officially, I'm still acting. Let's see. + +01:00 Jeroen Haverkorn van Rijsewijk: Yeah, be careful. + +01:01 Ommeren Pieter van (SB): Yeah, be careful. + +01:03 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, Peter, it's. Never been sure right, it's. + +01:07 Jeroen Haverkorn van Rijsewijk: So Fabio's sitting back a cup of coffee. + +01:08 Ommeren Pieter van (SB): Yeah, yeah. So no, no, so I think. I think we can. We don't need to explain the what we're doing, but I think we can share that we've started with the interviews. We've had an interview with Tobias last week was the first one very, very interesting. We talked to funny Elite and we will also speak to Anna Marie to to Jet Ska later today. And then, of course, Anna, Marie and Henrik as well. + +01:39 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, yeah. + +01:42 Ommeren Pieter van (SB): Very interesting so far. I have the impression that it's already generating valuable input. + +01:46 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Cool. + +01:48 Ommeren Pieter van (SB): And it's also very interesting for me and probably also for you guys to observe the the difference in kind of answers, right? It's it's completely different. Every goal is different, not not bad or good, but it's interesting. And yeah, I also feel like. It's the right thing for doing so, it's yeah. And then we concluded, let's also interview Fabian, of course. Some things we know but but but still would also be strange to not. So we now take you from the other perspective, right? + +02:21 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yep. Yep, Yep. Yep, Yep. + +02:24 Ommeren Pieter van (SB): We interview you as a stakeholder. And. And let's see what that brings, right. So, but I would. I would say so far, so good, and I'll be preparing for the for the next phase. So the kickoff and. And from the the next Facebook program. + +02:39 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, great. Sounds really good. And could I may I quickly check on? You said it's quite different inputs and you received so far. Is it different in terms of flight level or is it different in terms of opinion so so. Conflicting opinions? + +02:56 Ommeren Pieter van (SB): No, I would not say conflicting opinions. + +03:00 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Mm-hmm. + +03:01 Ommeren Pieter van (SB): Everybody looks at it from a different perspective and. + +03:05 .r RoomV DE Berlin Suedkreuz 6.C13 #8: OK, OK. Cool. + +03:08 Ommeren Pieter van (SB): And then we hand off to you for the introduction. + +03:12 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. Great. Yeah. Or maybe just to finish around because this is a kind of a special edition in in a way. And then we get to the to the questions, but maybe Patrick, maybe you and me also we chip in go give our just high level impressions on how the, how the process going, would you would you like to to chip in, is that OK? + +03:31 Patrick Motsch: For sure you addressed Fabian Ford. What was different? Yes, I also agreed. Was not that it's different opinions it, but it was also that they addressed challenging points. To some other process, other people, and they also addressed it on different flight levels, for example. Funny that we also had going very deep or I would say aliat to stay on a certain level. We had. We had. We had also inputs in certain areas which could be critical or where they say challenges for the future, for example the environment. Changing what environment changing not the same as it did before. It's it's getting very flexible, very fast changing. So we have. We have to think about this also. The stations that we have, if we make 10 times more or 20 times more of these, what it is could mean between the lines. What the people say, so this is the kind of impression I had. So for me it was for two things valuable. It's the first time I have to do with waterfall. I did not know you all before, so. I see these different people with a different opinion, but I can. Fully agree what Peter said. I did not hear anything about conflicting things that we would have a fundamental setup thing or somebody does that does not agree with some setting of our strategic perspective, decided not here. + +04:48 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. OK. OK. + +04:48 Patrick Motsch: Give back to your share. + +04:50 Jeroen Haverkorn van Rijsewijk: Yeah. Wonderful. Yeah, maybe just to finish that round. I would say that's too. That's why I agree with what's being said. I would add to that. I mean, there are different levels of tax savviness, I would say, yeah. So Alit is less tax heavy than funny, which which is not new, but it just comes out. + +05:14 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, absolutely. + +05:14 Jeroen Haverkorn van Rijsewijk: Funny has been leading digital services. Alit has been more into the concessions and and asset management and all of that. So it's clear. So there are different perspectives which which makes it so the diversity enriches it. I find right? So. So it's it's it's, if anything it's it's it's good to have these different perspectives and what they all share in common is until now is that it's really good initiative really good to have this now. + +05:48 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. Yeah, yeah, yeah, yeah, yeah. + +05:48 Jeroen Haverkorn van Rijsewijk: Some people give me the impression it would have been also good even. Earlier, let's say. But there's there's no one saying like, can you please explain to me why we're doing? And yeah, and and I'm also. I also think my personal also Peter, is that it it helps you to launch yourself as an establish yourself as a leader as well in this space. So yeah, all all positive, I think. Cool. All right, now let's get down to business. No, I'm kidding. We have a few questions Fabian and I think Peter also here again. Please chime in as usual. I think I will kick it off and then hand over at some point to to, to Patrick. You OK? You already mentioned, of course, a few things. When we had the the intake, but yeah, for completion sake and also. You know, there's the power of repetition. I would say I would still like to ask you again this question where yeah, how do you see the current? Performance of DSH in the in in the in. Maybe you had it performing so in terms of products and services and and collaboration? In a few sentences. + +07:21 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Have pure reflections. I think the SH is currently not taking. Their role DSH should have. So my belief is that we are an infrastructure company. That is heavily. Dependent. On tech capabilities and tech, both in terms of hardware and software. And DSH is not. Taking this role, and I think and there is in the organization, is desperately. Waiting for a department taking elite. And so it's I think this this organization would welcome a much stronger role and much more confidence in in DSH. I feel there is a lot of frustration in the organization and from the past, also from connected to past leadership. So where there was always when, when there was a demand or some suggestions from the local operations, the the default answer was no, it's not possible. And yeah, we have. We have other stuff to work on, compliance, security. Things that are hidden. So not not creating a benefit for the organization. And we were also not strong in showcasing lighthouses. And so we're showing our strength. Why I'm mentioning this, I think we are not too bad when it comes to our I at least IT infrastructure. Yeah. So and the platform was was assessed and the results are not not so bad. I think we have leading functionalities, especially in the urban domain. And we are not actively showcasing this to the organization. Making people proud of that. Yeah. So this is my, my overall view, yeah. So DSH is underperforming and not taking the role they should have. And maybe at last point. I believe we have good people in DSH. So looking at the hardware engineers for example, and they are outstandingly good. For the product owners, on the software side, it's a bit more hidden. For me, I'm not having so much direct contact with them, but also there I think we have a few really great talents. So something to build on. Yeah. + +10:06 Ommeren Pieter van (SB): And I can tell you that's the same. So I have a bit of a strange role in this interview, but I can confirm. + +10:15 Jeroen Haverkorn van Rijsewijk: Which part can you confirm? + +10:17 Ommeren Pieter van (SB): But also in digital area we have unique competences when it comes to the people. So I'm not saying every PO product owner is the best product owner in the world. That's not what I'm saying. I think we have quite a unique skill set when it comes to the combination of POS with a lot of experience and developers with a lot of experience. So I would say hi, try to find developers with 10 plus years of ability experience. It's not that many and we have and we have maybe 30 of them. + +10:44 Jeroen Haverkorn van Rijsewijk: Right, right. + +10:46 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Maybe maybe two more aspects. + +10:48 Jeroen Haverkorn van Rijsewijk: Sure. + +10:49 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Talking about stakeholder management and DSH is the function in our organization working closely with procurement in IT, and I see definitely. Improvement potential. At least towards procurement. So I think in procurement we have very talented people and to be SN team they are talented. They are willing to support and they are buying into the joint agenda and our organization frustrated them a few times in the past and there's also kind of we and they thinking, yeah, so it's it feels like we are the ones that need to and that need to. Change it's it's not UN procurement. I think there there is the willingness looking at someone like like China or to be us. So they're all willing to to, to contribute. So this is something we we should improve. When it comes to it. I also see a great willingness to to cooperate, and they also I'm personally having good contact with. And they are. They are also eager to exploit further collaboration areas. And so like AI, for example. Yeah. So E mobility has a nice size. You can experiment. You can showcase certain things. So I think this can be improved. I think the collaboration with it is better. And then towards procurement. However, I think we need to bring it to a bit more strategic level. And so I think it's it's very operational, it's we're talking about use cases and and and backlogs. But I think there is limited discussion alignment around long term vision and strateg. So this should be improved. Umm. + +12:41 Jeroen Haverkorn van Rijsewijk: Thanks. + +12:42 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. + +12:43 Ommeren Pieter van (SB): And I may ask one thing, so it may be a process thing because I'm a bit struggling with my role here. I can. + +12:50 Jeroen Haverkorn van Rijsewijk: Yeah, you want to flip rules. + +12:52 Ommeren Pieter van (SB): I find it difficult to yeah, because I actually want to chip in, but I'm a bit so open question you. Know this is the position with me. + +13:00 Jeroen Haverkorn van Rijsewijk: Patrick, what? Yeah. + +13:03 Ommeren Pieter van (SB): I can also easily chip in, but it's what you like. + +13:04 Jeroen Haverkorn van Rijsewijk: Yeah, it's an interesting one. I I have been reflecting on it. Do you have a personal preference? And before. + +13:16 Ommeren Pieter van (SB): Phrases on an example. Then let's let's base it on the example. So Fabio mentions the platform is our our IT systems in general. Not that bad, right? And I agree. So and what I wanted to chip in is basically what I'm seeing is that we're quite good in developing things. In in the back end itself, but those were quite weak when it comes to the user experience. So I think we have the back bonus and then let's then reconnect to the question again. But the backbone is really good. That's what I'm firmly believing. But if you ask a user, he will say very difficult to use. And this is one of the challenges that I'm seeing and that we can easily change it this, but this is what I what is. I think one of the root causes for the for the fact that people are not happy with the usage. + +14:06 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. + +14:06 Jeroen Haverkorn van Rijsewijk: Thanks. + +14:09 Patrick Motsch: I took a point. + +14:10 Ommeren Pieter van (SB): No. + +14:13 Jeroen Haverkorn van Rijsewijk: So I've I've. I've. I've yeah. Sorry. + +14:19 .r RoomV DE Berlin Suedkreuz 6.C13 #8: So I think looking at DSHS so far, we. Tried to execute on overwhelming demands from SMO, uncoordinated demands and that was one thing and on its own executed on compliance and security topics. There is one missing element I know from other companies. I believe DSH needs to have an own tech vision and also needs to develop. Certain things towards. So quick explanation what I'm meaning. The the real tech capabilities are in DSH, so there is no one in the wider organization and that can say OK, we need to further modularize our platform, for example. All we need to bring certain things to cloud or we need to merge. IaaS and Android. Development platforms. So I think. The the development steering needs to be a combination of reacting to to demands and this is important to to satisfy our internal customers but also proactively develop things in the in the deeper tech infrastructure. So this needs to be balanced out. + +15:51 Jeroen Haverkorn van Rijsewijk: Yeah, which is in a way, it's. What you're saying is internal customers are important and industry trends, et cetera as well. So it's kind of different input and what I'm also hearing is also the short game and the long game at the same time. + +16:12 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Exactly. Exactly. And don't. Don't assume that the operational people in the SNL's can provide the relevant input for the tech development. + +16:22 Jeroen Haverkorn van Rijsewijk: Yeah. + +16:22 .r RoomV DE Berlin Suedkreuz 6.C13 #8: So they are interested in in. Yeah, we need a new button here and there. Yeah. So just a bit, et cetera. + +16:27 Jeroen Haverkorn van Rijsewijk: So there's A and what I'm what I'm concluding is that in, in your perspective, there's an over emphasis on or giving, giving giving too much of our attention to short term internal stakeholder or internal customer needs rather than short term and long term internal customer short term and. Long term external trends kind of so. + +16:53 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. So, so yeah. + +16:56 Jeroen Haverkorn van Rijsewijk: That ballot is not really covered, let's say. + +16:57 .r RoomV DE Berlin Suedkreuz 6.C13 #8: I think it's it's, it's it's about balancing this out. So these different dimensions and taking conscious decisions about it, explaining it in in a simple way that people can understand it. So there is the perception of people and this is the image of the SH and or in our company that things are taking too long and too costly. Nothing is moving, demands are being. Ignore it so so I think. Yeah, this this is what I'm saying around standing of these agents. So DSH needs to be much, much much stronger in, in, in in leading certain discussions. So maybe last last point, my experience is from the customers unit where there was a strong DSH leader in that in that sense, or only digital and. + +17:50 Jeroen Haverkorn van Rijsewijk: What's his name? + +17:52 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Like like Peter's role. It's all Gar famous, all garb, exactly. But Holger's facilitating alignment rounds. And he's saying this is our our road map. And guys he. So he is a bit having this attitude. You do not have any clue. I explain you the world. Yeah, this is where we need to develop towards and then people can can also contribute a bit, but in the end. He's developing his vision. And he's he's also very active in, in. And also very self confident in saying with the best platform in the world. So it's best in class. It beats every benchmark. And so this is totally different here. And so DSH is a bit the. In, in a kind of defensive position. Always explain. Yeah, we have limited budgets. We also need to take care of security and compliance. It's so much work and it takes long. Yeah. And we cannot react to the demands. Assessed. So it's it's. Yeah, it's not inspiring. + +18:53 Jeroen Haverkorn van Rijsewijk: Sure. No, no. In my. In my opinion, that's also to do with the. This is consistently been the the narrative from from Peter's predecessor, right. So that then then that's what you get kind of. That's what you send out. That's what you get there. Yeah. So. So I think a good so it's. A part of that is is a leadership change. We can now capitalize on on that. And and now also we need to. Fortify that with with this initiative, what we're doing now? Yeah. And and and more K cool. + +19:34 Ommeren Pieter van (SB): What is Fabian? What is Fabian, apart from the lack of a vision from DSH? Another reason for this overloading demands through DSH. + +19:45 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. So, so I think obviously it is. This is grounded in the business strategy, so. Broad focus and this will change with the customer invest exit. And secondly. The Unharmonised demands of our organization. And the let's face reality. The lack of process management so so, so. Yeah, it needs a strong process management in order to coordinate demands. Also structuring them in a meaningful way if you if you simply dump the operational view to DSH, this will not work. And so I believe that the the new structure. Consolidating demands via process management and putting them in a meaningful way to DSH. Is it the right one? But there's still a way to go, and so in process management is not ready yet. So this as you know, it's a significant improvement area. + +20:54 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. For Patrick's context, there is has recently the manager has been replaced and I was in that workshop yesterday. And the day before with amongst others, this new manager and I, I've I'm confident that we will see positive change. But yeah, like you said, it's not there now. And then, of course, Neil's will need a a bit of time to to get going. Maybe back to the question, Peter, from you, I would say let's follow the energy and if if at the end of this. Chat we feel actually it makes sense to have another stakeholder interview specifically with you. Then let's do that. But let's, I would say just jump in as yourself and don't feel constrained by. Some something that we we decided would be wise, yeah. Cool. Maybe last well, I have two, two more, Patrick. I don't know. Let's see. Let's see how far we get, because that was quite an elaborate answer. We covered already quite a few things. + +21:55 Patrick Motsch: Yes, I think the next one you can try. Skip, you already have it. + +21:59 Jeroen Haverkorn van Rijsewijk: I think so, right? Yeah. Yeah. And I think also the cross BU collaboration, OK, yeah. I'll show you. I'll show you the the steering wheel we have. Yeah, it may sound like a bit like Patrick and I have a telepathic connection, but actually we're just looking at the same Google documents so. Just transparency. So this is kind of, you know, we like to put things in models. And. At a very high level. We have some improvements already on this but. These are kind of the chunks that we feel need to be covered in this tech vision. + +22:49 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Mm. + +22:49 Jeroen Haverkorn van Rijsewijk: So obviously there's a leadership piece at the heart of this driving this. + +22:54 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Mm-hmm. + +22:55 Jeroen Haverkorn van Rijsewijk: A large part of it translates into strategy that translates also into culture, enabling that strategy. And then execution of strategy which you could loosely translate as operating model, which stands for us into different categories as well. The operating model piece specifically has been. Let's say, inspired by the IMD. Orchestra model that we shared also in the proposal with you and all of this is happening within the bath of data and AI. Data quality, AI technology and emergence, and all of that, and a funny habit. Interesting suggestion that those arrows going outside should actually be going inside because of the impact of data and AI. So fairpoint. So we will inverse those arrows, but just asking you because we we will bring the iterated version of this also to the kickoff. Just asking. You are you. How does this look? And are you missing anything? Yeah, any crucial parts granted that this is kind of meta level, right, so. + +24:11 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. No, I think it's a logical structure. + +24:14 Jeroen Haverkorn van Rijsewijk: Good. OK. + +24:15 .r RoomV DE Berlin Suedkreuz 6.C13 #8: We've also talked about all these elements before. Yeah, no. + +24:19 Jeroen Haverkorn van Rijsewijk: OK. Excellent. So that's clear. And that's good because we like at a high level, we like to keep it simple, because if you're already at a high level start to stumble then. + +24:32 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Maybe only one one point. + +24:35 Jeroen Haverkorn van Rijsewijk: Yeah. + +24:39 .r RoomV DE Berlin Suedkreuz 6.C13 #8: I'm thinking about. Fundamental guidelines. So what I'm what am I talking about? Maybe it's a subpoena to any of these categories. I'm talking about. Fundamental guideline needs to be harmonization, cross country harmonization. Let's take the hardware side for example. The DNA of DSH needs to be. To say. We need one. Internationally harmonized hardware portfolio. So this is and this is the same for digital. Yeah, we do not develop any kind of functionalities for one country only. It's it's always looking at serving all three markets and potentially more, yeah. Another fundamental belief or guideline could be. Scalability. So this business unit is built for scale. Everything we do needs to serve scale. Another one could be. We need a flexible platform in a highly dynamic market. We we need to keep flexibility. We need to be flexible for any kind of constellations in the future and so potentially mobility will at a certain point in time, be subject to M&A. So going into the joint venture and being sold whatever you know. So maybe it's also good to list I. Don't know. It's maybe a handful of of of guidelines or fundamental beliefs that can serve the organization to as kind of guiding star. Also checkpoints. So are we on the right track? + +26:24 Jeroen Haverkorn van Rijsewijk: Yeah. + +26:25 .r RoomV DE Berlin Suedkreuz 6.C13 #8: It's maybe a sub point of strategy, I don't know. + +26:30 Jeroen Haverkorn van Rijsewijk: Yeah. No, no. Let's see how we integrate it. But it should be. It should be an integral part of this for sure, yeah. Yeah, guiding guidelines or guiding principles, or let's see. Let's see how we principles or let's see how we call them because they're not just guidelines. They are like corner stones in a way like principles. Principles. Yeah. + +26:55 Patrick Motsch: It's it's principles. It's acting principles or steering principles. It's this level. + +27:01 Jeroen Haverkorn van Rijsewijk: Yeah, yeah, yeah. So let's call them principals for now. + +27:05 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. + +27:05 Jeroen Haverkorn van Rijsewijk: OK. Thanks great. Yeah, in your view. Which industry trends or internal initiatives do you see as most relevant to shaping the bus future tech vision? + +27:25 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, so so full focus on button find best. + +27:30 Jeroen Haverkorn van Rijsewijk: Yeah. + +27:33 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Then what I would like to highlight is. I see a trend towards. Or what? What what will be of utmost importance for us is everything around smart charging. So smart charging and also vehicle to grid. In the longer, in the long run. And everything around pricing, flexible pricing, dynamic pricing. These are the two areas I see a lot of value connected to. And when it comes to the platform setup, I would see the need for modularization. In order to keep flexibility. And to revisit the need. Or to reduce development and move more towards configuration. Also something Peter and I discussed recently. Maybe not so much for the Chargepoint management system, but looking at CRM, for example. We, we we still develop quite a lot and developing something always comes with the burden of maintaining it afterwards and this will drive cost significantly. So I think we standardization should be our goal. Umm. And moving to the hardware side. We need to acknowledge that there is a lot of development in the market, so it's incredible. Yesterday met ABB and they are now introducing a new product line. So we definitely need to stay on top of that. + +29:15 Jeroen Haverkorn van Rijsewijk: Mm-hmm. + +29:15 .r RoomV DE Berlin Suedkreuz 6.C13 #8: These developments also here I see the trend towards modularization so. Flexible site setups. So where we have dispenser solutions instead of integrated cabinets for example. Smoothly interacting with battery solutions, for example. So I think this also here flexibility is key. And so because this industry is rapidly developing. The electric vehicle uptake in our markets is not fully predictable. The attractiveness of certain sites is not fully predictable, so we need to be flexible to constantly adapt to the demands. Whatever it concreting means. But this is important. + +30:05 Jeroen Haverkorn van Rijsewijk: Yeah. + +30:05 .r RoomV DE Berlin Suedkreuz 6.C13 #8: And then one last aspect I would like to highlight is. We see that hardware producers have different strategies when it comes to the data management. They are. They are believing or they are trying to. Keep the data ownership. Having sophisticated portal solutions. That's also pretty kind of. Complete service package. Whereas whereas others, like our Chinese supplier exchange and they are providing more plain hardware. Yeah. And I think we need to have a clear understanding about what kind of strategy do we want because I believe it's not meaningful. To work with both because if if we if we build a sophisticated data management and our supplier does, then we have redundancies in in the whole value chain, we are losing margin. Yeah. So it's it's driving cost. So means either we have the belief we are the ones holding all the data, then we can use cheap hotware, or we take down our initial data management and rely more on partners. But we should be decided on that. And I I feel there is no view in DSH about these kind of things. + +31:38 Jeroen Haverkorn van Rijsewijk: Yeah. Hmm. Yeah. What comes to mind with me also is that I don't know if that's within procurement, but there's a strong contract management side to this as well, of course. I mean, I don't know, but like for example a modular setup of of a site has a has a contract management aspect. Data as a contract management side to it. + +32:09 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Absolutely. + +32:11 Jeroen Haverkorn van Rijsewijk: I don't know, just came up. + +32:13 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, it has. Of course, it's. And there you can see that it's also meaningful to integrate. The digital and hardware capabilities in one department because. It's so for example, if we would choose strategy relying on the portal solutions or provider strategic applications, right? And so we're becoming dependent on on certain suppliers like ABB. So means this needs to be reflected in our procurement strategy. And so if if going this path and we should have strong at least second supplier enabling us to to shift over if needed. And so by a dependency is is critical and yeah, so there is definitely a. Connection to the contract. + +33:04 Jeroen Haverkorn van Rijsewijk: Yeah, but are they within procurement? The contract management, or within DSH or somewhere else. + +33:10 .r RoomV DE Berlin Suedkreuz 6.C13 #8: No, it's it's not. The contract responsibility is with DSH, but procurement is supporting us in all these things. + +33:19 Jeroen Haverkorn van Rijsewijk: From my logic, that's where you can win a lot of money or lose a lot of money. + +33:24 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yes, absolutely, absolutely. + +33:26 Jeroen Haverkorn van Rijsewijk: Right, like we know. + +33:27 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. + +33:28 Ommeren Pieter van (SB): It's a bit connected to your earlier statement, Fabian. Nobody else than DSH can bring some of these things into the organization like like Elite. What kind of selection do we need to make when it comes to Huntsville? + +33:43 .r RoomV DE Berlin Suedkreuz 6.C13 #8: 2nd. + +33:43 Ommeren Pieter van (SB): We we feed. And we feed the business. It's not the other way around, except for the. You could say the urban tenders where there's firm requirements on hardware. Otherwise, DSH need to feed the organization and and otherwise nobody will do it and we will just buy something. + +34:01 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, yeah, yeah. And I don't want the SNL's to dictate what kind of type of hardware we are using, because then in the end it will result in in local sub optimization. And secondly, it will be much more based on on on, on high level beliefs or what you exper. + +34:21 Ommeren Pieter van (SB): Personal yeah. Personal beliefs, yeah. + +34:24 .r RoomV DE Berlin Suedkreuz 6.C13 #8: As yeah. Personal beliefs. And so we know one manager. Who didn't like ABB? And then so. So this is to to validate then. Right, it's. Yeah, and the the selection of hardware is key. So it's it's what are what we are showing towards our customer. + +34:41 Jeroen Haverkorn van Rijsewijk: Last question from my side, maybe brief answer and then switching to Patrick. Time is flying in this interview. How strong is digital in transformation? In the view strategy and what's your vision for this? For his role in driving growth so. + +35:05 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, I think the the looking at where we stand right now. Digital transformation is not driving force in our in our organization. So our organization. Is traditionally. Based on growth steering. We have moved the pure growth and steering more towards profitable growth and steering. And digital acted as an internal supplier, so delivering on the needs. + +35:44 Jeroen Haverkorn van Rijsewijk: Yeah. + +35:47 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, in the future, I believe. It needs to be much more balanced. + +35:53 Jeroen Haverkorn van Rijsewijk: Yeah. + +35:56 .r RoomV DE Berlin Suedkreuz 6.C13 #8: So we we should understand the connection much better for in in which use cases can we create a real USP, a real competitive advantage? So, for example, by applying smart charging Deco to grid capabilities. So but it it means the organization the White Organization needs to have a clear understanding. About. Our capabilities and where we wanna go in terms of tech capabilities, then we can steer commercially towards. + +36:32 Jeroen Haverkorn van Rijsewijk: OK. Thanks, that's big. + +36:38 Patrick Motsch: Thank you. Yes, I'm taking the questions about challenges and opportunities. I will be interesting also for the future and for this environment changing fast and unexpectedly in the future. So what do you see as the biggest challenges and opportunities for VOE mobility in the coming years? So things like financial, human resources. + +36:59 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. So the the, the, the biggest challenge we are we're facing is an under utilization of assets. + +37:09 Jeroen Haverkorn van Rijsewijk: Hmm. + +37:10 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Not so. What this industry not only we are currently experiencing is there's. There is an abundancy of charging infrastructure available in our markets and there are two less EVs on the on the streets means. All stations are being used 5% of time, something like that. Means there is 95% underutilisation. And this is of course commercially. It's very painful. And we are especially exposed to that. As we focused on the so-called destination segment in the destination segment is very welcome. A bit later comes so this destination segment is attractive in a more mature market and we are there is a mass market penetration of EV's and looking at a market like like Germany, you can see that it's more premium cars on the on the streets. So EV. And premium cars charge either at home, at work or on route. But not not in the supermarket. This means we need to this segment will take up as soon as cheap EVs are available, and also the secondary market is kicking in. We are not there yet. And this is this is a major challenge. Another challenge is. It's so more looking at competition. There was a kind of bubble and and very high valuation of these kind of businesses in the past leading to capital flowing into this this business. Means there is. It's a very fragmented market with with significant competition. Needing to. Kind of warn price and also connected to the utilization. Yeah. It's so many competitors have the problem of underutilized assets. It's meaningful to it's also rational to go down to the marginal cost level. There will be. Significant decline in margins. Yeah. Leading to unprofitability for all the players in the field. So means and this is then. Driving the implication for the organization, what we will see is and we are already in a kind of phase of consolidation. Yeah, in the face of consolidation will lead to two things. First, all the competitors need to work on internal efficiency. Internal efficiency can be achieved by optimization. So like process management where we are discussing but also. Synergies, in our case, International synergies are key and I believe that after or in this phase. Consolidation only. The the efficient players will survive so and then in the long run it will lead to fewer players, larger players in the market with an efficient setup. That can then. This will then lead to a balance in. It it will lead to margins that are sustainable. For the average player, and so in the end it will lead to a decent profitability in the market, but this will take years. So as I'm seeing it based on studies. This will at least take the upcoming three to four years. + +41:09 Patrick Motsch: Follow up question on this last topic that you addressed the Industrial Center synergies. Who do you think should be in the lead for this? The strategic point. + +41:19 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Excuse me, Patrick. I didn't get it. + +41:22 Patrick Motsch: Which will be in the lead to to look forward or to analyze industrial synergies. It is consolidation phase. + +41:32 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, I think so. It has different dimensions, right? It's of course it has stakeholder considerations like should we merge our company with another player going into joint venture and selling whatever. Yeah, so this, but I think looking more concretely at DSHI, see your responsibility. In. Looking out for. Strategic moves. So for example, of course the biobuild question is it right to to self develop our CPMS or is it better to move to a white labour platform? If if developing an own CPMS, should we consider? Offering this as a white label. Solutions to others, yeah. So. What kind of? What kind of modules differentiate us from the market and what kind of modules? Are kind of hygiene. We should run in the most efficient way. So these I think these are the questions ESH needs to answer. + +42:44 Patrick Motsch: Thank you. Great. So in addition, what other points you see challenges or SuccessFactors that I would take vision that we just want to raise now will be successful. What other points do you see that we should consider? + +42:58 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. So so kind of ingredients for the tech vision. + +43:01 Patrick Motsch: Yep. + +43:03 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. So it would be biobuild. It would be. The connected to this, the modularisation. Development versus configuration. And it would be everything around data management in AI. + +43:30 Patrick Motsch: But this brings us to the next question. How do you see data analytics and automation? Supporting decision making and efficiency in the future. + +43:44 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. So. Key I think we need to improve in, in, in data quality first. And we need to make sure that data is available for AI. So honestly, I'm not sure where we stand here. Yeah. So I don't know how good we are data management, but I know the data quality is an issue. Availability could be better than I think, I don't know. But for sure, AI will play a major role in the future in, in, in. So in everything, right? It's so think of. Pricing. Yeah. So I believe in, in dynamic pricing in the future and this is a classical case where we could adopt AI. Flexibly adjusting pricing according to different. Data considerations. Yeah. And and maybe one one last last point. Also here I think we need to think about simplification. It's. I'm not sure if our data classification is fully correct and so so. That's maybe connected to data quality, yeah. So it's sometimes it's also here we might need to to work on on a clear definition of data on simplification of data. I feel it's it's also a bit mixed and not structured enough. + +45:30 Patrick Motsch: What do you mean that bit simplification? The simplification of access or the simplification of where it's stored? Or simplification of the structure of data. Structure good. + +45:42 .r RoomV DE Berlin Suedkreuz 6.C13 #8: So so it's it's maybe not the best example, but maybe one one thing where I can showcase what I mean. We're measuring the the, the, the transactional Net Promoter score and this is being measured. And in the end we we are showing. The scores for our markets, but this is classically shit in shit out. And so we're measuring it in a way. + +46:08 Patrick Motsch: OK. + +46:09 .r RoomV DE Berlin Suedkreuz 6.C13 #8: That is totally different. In the end, it looks like we could compare it, but we can't. + +46:16 Patrick Motsch: OK. + +46:17 .r RoomV DE Berlin Suedkreuz 6.C13 #8: So in I believe this is also happening in other areas. Honestly, for the TNPS it's it's not such a big thing. But if we do it for example on so, how we measure our sessions? And so it was a session successful or not and then the standardization and clarity on definitions is key. Otherwise, if we if we don't clean this, you can have the best AI and it will not produce good results. + +46:51 Patrick Motsch: But thank you, Claire, for next topic is how can the business business unit differentiation in the market and customer engagement through digital channels? Can you say something about this? + +47:06 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. So. I think what we what we could have so so we could differentiate by. Having. So so here we are, back to to smart charging, dynamic pricing, having functionalities or leading functionalities. Allowing us to to offer the right price at the right point in time in the right location. This is one point. The second thing I'm thinking about is. Self services so. Self Services will be less important for the customer. That segment in the future as we are exiting. But looking at the EV driver, the EV driver should have access and self-service possibilities. And this could be on the one hand. Believer for efficiency automation. But also for differentiation and and customer satisfaction. + +48:13 Patrick Motsch: Right. So now we come to the last point. From a leadership perspective, you addressed already in the beginning what is good and should not change and what is not so good and we should adapt. So can you raise again? Perhaps something you did not say before? In general, from leadership perspective, what we should keep and what change, you know, high level now, yeah. + +48:35 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, exactly. So I think I I shared around the need for vision and identity and this kind of stuff. Yeah. So very important for me. Maybe one concrete point I didn't mention so far is Peter knows. We need to check how good the leaders in this organization are, and I'm talking about concretely as Steven and Stefan, so. I've made some some experiences that at least produce some questions. Marks in my head. So are they really the leaders that can drive this forward and also with their right engagement? And, but I'm also talking about. The non formal leaders and so forth, something the product owners. So I think they need to be very strong and they need to have a clear belief. And so someone taking care for for the CRM needs to needs to have a clear vision about where we want to go. So this is also kind of leadership, right and? Yeah, this needs to be checked. + +49:44 Patrick Motsch: What? Was it something that we did not ask? And you want to raise here that you say it's important that I give at this point? + +49:57 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Hmm. Yeah. So we talked about it earlier. So right now the the the DSH management team is a bit special because we have the embedded managers from IT, traditionally, not from procurement. What's a bit weird? Yeah. So and the embedded managers are very operational. So Rebecca and Dorota. These are more operational managers from it and I think we need to think about and also openly discuss with. Jetska slash Edwin and and and Tobias. If we want to create a fully blended management team. And if the seniority of those people is the right one, so. And I would. I would tend to, in integrated management team that's expanding. The team beyond Steven and Shiofang. Because it's such an integrated value chain, so procurement is a key function for us and it delivery is key. And so there shouldn't be a kind of artificial interface. And I think we could, we could integrate these units much more, although it's a different organizational unit, but it's it's fine. + +51:24 Patrick Motsch: Thank you for this HR point. So we are true, I give back the word. Thank you very much. Yes, for these answers we've given back to you, Peter, because you can't have the final words. + +51:37 Ommeren Pieter van (SB): Yeah. So so Fabian. And last question then and I'm I'm a bit doubt in between, either I give you the magic stick or just ask the question first. But assuming this, this, this, this project takes four to six months, which is now my. I have no clue of course, but no it. Summer 26. + +51:56 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah. + +51:57 Ommeren Pieter van (SB): Project finished. Something has happened or not. When I when I use sufficiently happy, but with the result. + +52:07 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, I think maybe starting on the leadership point, it would be great if you. Would have a standing, highly motivated leadership team, including procurement it. You you should have a clear vision and identity and also shared in the organization. So it's it's not only for the DSH, it's also about. Full so, so full buy in from the management team and the White organization as we can use the All manager meeting to to to promote this vision and to make it clear. Yeah. So it should be well understood. Yeah. And I think you should have. Clarity on on road maps so. For example, looking at the the hardware side, you should have clarity around. Where do you want to go and what are the next steps? So how do you develop it towards? So I think it's not about a revolution. So it's I think it's more evolution. But it should be well coordinated and with a very clear, clear vision. And. Maybe last aspect talking about people in this organization. I would hope for. That both in the digital domain and also the the hardware domain people feel proud of. Being being more in the spotlight, having more visibility and more appreciation from the wider organization. + +53:58 Ommeren Pieter van (SB): Good point. OK. Thanks. + +54:02 Jeroen Haverkorn van Rijsewijk: Question how much cost reduction? + +54:06 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, yeah, really good point. Cost reduction. So I think. You can see look at cost reductions from 2 angles. It's the the cost reduction in terms of bringing down IT costs. So. Less expensive development, less expensive maintenance. But you could also look at cost reduction. Created by efficiency from our platforms, yeah, so cost reduction. The white organization. Yeah. So and I think. Of course, we need to be cost conscious in how we run our platform and we we also have a plan how to bring it down and let's execute on that. It's important. But I would not like to squeeze the lemon too much because automation digitalization will be key to create cost efficiency in the wider organization. Yeah. So I would like to, for example, to fully automise the charge card process and reduce Ftes. In all three countries, taking cover for these manual transactions. So let's let's always look at the full business case and not only on on driving down it costs. + +55:29 Jeroen Haverkorn van Rijsewijk: Exactly that, yeah. Because also in interviews already, some opportunities are, yeah, emerging. Where if we put a bit of brain power to it then. Yeah, and and with with the numbers you're you're talking about? Quite big numbers. + +55:50 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, yeah. + +55:52 Jeroen Haverkorn van Rijsewijk: Potentially so. Yeah. OK. Thanks. Thanks Peter. Back back to you. + +55:57 Ommeren Pieter van (SB): No, I think this was. This was actually quite valuable for me also to hear and and I also I also agree. Yeah, I have no more questions. Actually, I think we ask quite many. + +56:08 Patrick Motsch: Thank you very much, Fabian. + +56:10 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Yeah, yeah. Cool. You're welcome and thank you. Very good initiative. So looking forward to the results of that. And so it's really interesting. I also talked to may be good for you to know when you're talking to Jetske later today. I've talked to her on Monday and she's aware of what we're doing and she's highly supportive. She's also looking forward to this interview. + +56:32 Patrick Motsch: Super. + +56:32 .r RoomV DE Berlin Suedkreuz 6.C13 #8: Oh cool. Great. Have a good day. Talk to you soon and see you, Peter. Bye bye. \ No newline at end of file diff --git a/mandates/vattenfall/115 Interview Jetske - Head IT/02 transscript.txt b/mandates/vattenfall/115 Interview Jetske - Head IT/02 transscript.txt new file mode 100644 index 0000000..ede8c3e --- /dev/null +++ b/mandates/vattenfall/115 Interview Jetske - Head IT/02 transscript.txt @@ -0,0 +1,403 @@ +00:00 Zuidema Jetske (YIA): So and I. Yeah, yeah. Sorry. No, this is next week meeting and I think in summer I also said already that then I have also is 2 kick off possible or something. So no, no. So today I have the time that you invited me. What is it? An hour or. + +00:22 Ommeren Pieter van (SB): Oh. + +00:22 Jeroen Haverkorn van Rijsewijk: Slowly, just kind of a back up slot, but Peter over to you. + +00:27 Ommeren Pieter van (SB): Yeah, then I can. Then I can kick it off and then we don't need to rush should it's no relax. So before I will introduce before we do the introduction round, I would like to quickly share and and I try to summarize it a little bit in the e-mail up front already. What this is about, and why we're doing this? So if you look at the SH and you know it quite well, jetsca from from from your, your collaboration with DSH. I think. I think it's a unit with a lot of great people and a huge potential. But also challenges and opportunities, right? So I think in my new role now as director for this unit. I feel like we have a lot of questions coming after us. Like what can we do to accelerate automation in our landscape? How do we incorporate AI? What is our view on on things like plug insurance or basically E mobility market developments? What are the bigger themes we should invest in? What is our build versus buy strategy and how does that evolve? So there's quite a lot of questions that I feel coming after us, but we're lacking a clear vision or strategy on what we believe we need to do. And This is why we launched what we now call the Technology Vision Initiative, tech vision strategy. You could call it whatever you want, but we see this as an collaborative effort. To define this vision and to to find answers to these important questions, and then especially also in this consolation related to AI. So we have quite many topics that we want to find an answer to, but I think for sure we want to want to work on on a vision strategy on, on how to cooperate AI into a way of working and into our landscape. We're here with H3 company. They will introduce themselves. I know we run Ari for a long time. Also in other roles why he supported the BU and and we've decided basically to start and to kick off this initiative from from strategic level as a start so to not drown into details immediately but to to to kick it off from strategic perspective. Gather all the the first insights based on these interviews and then design the program where we will also involve experts. That's basically the idea. And it's a Co creation. So that is that is that is the intention of the of the program and we've now picked this off with the the key stakeholders involved, which is the new of course, but also to be as vigilant from procurement who is helping us on the hardware side, the S. Directors and Fannie and of course Fabio. So This is why it's at the moment starting so makes sense. Or or. How does it resonate to you? Just curious. + +03:24 Zuidema Jetske (YIA): Yeah, I think it's really good to to to. Rethink and re touch strategy on quite a continuous basis. Immobility feels where you can make money. Where you lose money is changing rapidly, right? So this and that makes it. That makes it hard, because of course you also don't want to change strategy every every time. But. But but it's it's a volatile field, so it really requires more attention on on strategy technical choices it choices. Than than other areas. So. So make sense. And I'm also really happy that we closely worked together on this. I think. On my level, also Edwin's level. We we, so, Ethan Mayer is my manager. That works more closely with mobility. I don't know if you guys met him already, so I think we also very much support to re-evaluate on the software side. Like where? Where do we want to make a difference and do things ourselves and where can we move to? Maybe Shash solution or Passo existing solutions to not customize it anymore, right? So so I think also this is very important to assess and reassess every time because some. Parts of what we do turn into commodities. There's good solutions available so so this this also. And of course when you go lower in my organization, the customer IT organization and you come to the team managers for them, it will be harder, right, because then it's like oh but if we outsource this to a S. Or if we if we stop developing this ourselves, that will get more. They will be see more directly people impact. And and and so that will be harder. But I think it's it's good to understand that on ATMI level, we very much support that. We need to look into it and we also know that we have sufficient work for our colleagues also in other areas outside E mob. May this be the case that it's needed to move people so we can soften the impact of it. Yeah. Then maybe. One reflection that you bring up Peter on. Who is all involved? One question to you because in CNS, there's also a strategy unit. + +06:11 Ommeren Pieter van (SB): Mm-hmm. + +06:12 Jeroen Haverkorn van Rijsewijk: Oh, nice. + +06:12 Zuidema Jetske (YIA): Which the former head of immobility heading it now, I think if he's still doing that. + +06:18 Jeroen Haverkorn van Rijsewijk: It's not there anymore, I think, Thomas. + +06:21 Ommeren Pieter van (SB): Thomas is not there yet. + +06:22 Zuidema Jetske (YIA): OK, OK. So is it a deliberate choice to involve some notes or? Maybe something to think about, because whatever strategy you come here with will be of course presented management team. Then you have somebody on the table thinking, hey, this is actually my work. I'm not involved, so I probably know it better. So already from the human interface, without knowing the great content that we're going to produce, right? This may be good to think about how to either update them or involve them. In this. And I think that. Your own and Patrick probably also know that. So in Vodafone. The customers and solution unit. So we have Fabian doing immobility and then we have 3 colleagues having regional units. + +07:20 Ommeren Pieter van (SB): Mm-hmm. + +07:21 Zuidema Jetske (YIA): They make the big money so they are the big players on the table in the management team they have. + +07:28 Jeroen Haverkorn van Rijsewijk: Reiner. And yeah, Reiner. And yeah, it's in the yeah. + +07:35 Zuidema Jetske (YIA): And they have some other regions outside these countries. But yeah, so so. They make the big money so they have a big stake at the table, right when there's something up for decision. In about one to two years ago, there's been an agreement that if will be to see immobility segments has been moved to the region. I think it's no mistake that these people may have bigger ambitions here and there so. It's also good to think about. Where does the strategy touch these B2C areas? And I don't want to over complicate. Sorry, but it just may be good from the stakeholder field to think a little bit about. The surroundings, yeah. + +08:23 Ommeren Pieter van (SB): And then last point, before I hand off to you. So I think so I mentioned this age with great people. I mean including it. So I think I think if you look into the this is and I also mentioned this in earlier interviews where you were Patrick also took part. I see this as a core asset, so not only the the E mobility knowledgeable people, but we also have many knowledgeable people in in the IT department. And so I think it's a really good starting point. So also to where we want to go, yeah. And then I hand over to you for the pick off. + +08:59 Zuidema Jetske (YIA): Yeah. So maybe introduction. I'm yadska Zaid. I'm a manager of customer IT and that is the units in it that yeah, does everything around customer software. So where we interact with customers now you may be a bit more familiar on the E mobility, but we also work with these three big regions for all their. Customer contacts. So you can think about websites. Apps. Billing Systems call center systems. Data analytics. Yeah. So lots of systems. Since we do and we work with the regions there for immobility and the head part of corporation in the DSH parts. The work is predominantly done from two teams that work for Etta Meyer, the team managers and these teams are based out of Poland. Historically, they were. Almost 100% internal. Staff, now we are a bit moving up the consultant's percentages also because you know there may be a fluctuation in work. Some changes are coming and we want to be able to also absorb that. So it's a bit of a mixed strategy. Then there's also work. For mainly done in. The data analytics area from my Swedish units. So so some areas differ, right? Not everything comes from Edwin, but Edwin is the main spoke towards Peter. Yeah, for the for the immobility part, yeah, yeah. + +10:55 Jeroen Haverkorn van Rijsewijk: Maybe. What? Sorry. I don't want to, but we we actually know quite a bit of the context already. We're interested in you as a person, and then we'd like to introduce ourselves and then we have some questions for you if that works. + +11:08 Zuidema Jetske (YIA): Ah, me as a person. What would you like to know about me as a person? + +11:12 Jeroen Haverkorn van Rijsewijk: Yeah, as a person. As a yeah. You. You, you inspired me. You were talking about the human interface, I think. What? That's a good point. Let's let's start with human interface, and I was a bit, let's say, distracted at the beginning of this interview because I was like, oh, now we need to have the one hour question. In this toe on the barrel, now we're like. + +11:28 Zuidema Jetske (YIA): Oh, sorry, sorry, sorry. Yeah, sorry. Totally confusing now. So I guess then as a person and human interface, I'm a big agile ambassador. So that's maybe. Explains a bit of the beginning, so I really like. To focus on the software on the product, on the delivery. And. Doing that in a big organization like Photovol. Taic right. Fotfal Swedish for waterfall. + +12:06 Jeroen Haverkorn van Rijsewijk: Yeah. + +12:08 Zuidema Jetske (YIA): Traditionally, we have a very low risk appetite in Vita for. And of course, with an agile mindset, you just want to feel fast. Figure it out. Optimize, which is completely not accepted. So I I always. To be able to do this I I I always am aware that you need to get. You need to get the support because a lot of. Our whole governance is still based on waterfall, so. Although it's it's accepted how we work. Still there is no official governance at sillier, but. You have governance around how do you. When are you allowed to invest money? Right, you need to make investment decisions. This is still fully based on WATERFOW methodology. + +13:12 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. + +13:14 Zuidema Jetske (YIA): So currently I'm also trying to work with a group to make a document to change this governance, but this is so deep in in the DNA of our company that for a big part we're illegal. + +13:26 Jeroen Haverkorn van Rijsewijk: Yeah. + +13:27 Zuidema Jetske (YIA): And it's important that people understand the goal of why you do things, not necessarily. Start stopping you because you may here and there not follow a certain. Procedure or. Yet that doesn't fit to how we work. I don't know if that was more about me in person, but that is why I'm also trying. Yeah. Why? Maybe very aware of the circumstance because it will determine so much if you will succeed or not. + +14:02 Jeroen Haverkorn van Rijsewijk: Hmm. + +14:03 Zuidema Jetske (YIA): With a great plan, right being right. Didn't get anybody anywhere. + +14:08 Jeroen Haverkorn van Rijsewijk: That thank you and and and where are you based? + +14:13 Zuidema Jetske (YIA): I I'm based in Amsterdam, but I have moved last year to Cheshire so. + +14:20 Jeroen Haverkorn van Rijsewijk: Oh, nice. + +14:22 Zuidema Jetske (YIA): I yeah, yeah. + +14:23 Jeroen Haverkorn van Rijsewijk: On the island. + +14:24 Zuidema Jetske (YIA): So I work predominantly from Tehsil. Yeah, but of course I travel also a lot to the different countries. And I'm also in the msseine office, yeah. + +14:32 Jeroen Haverkorn van Rijsewijk: Great. Thanks. Yeah. Wonderful. Shall we chip in, Patrick? Is that all right? So if that works, yes good. Happy to tell a bit about us and. So I'll start. Yeah. So yaoon, I'm based out of the afterhook, which is either that way or that way depending on where you are. But from Tesco, it's South. + +14:52 Zuidema Jetske (YIA): Yeah, yeah, yeah. + +14:54 Jeroen Haverkorn van Rijsewijk: Half an hour away from the German border I live here with my wife. We have two daughters, four and and 10, and I have a son from a previous marriage 17 so. My body flees out of her body, Florida in the freezer. Freezer finished school with other drunk sleeping or working now, so doing as expected I'll say. Yeah, I back in the days 47. Now I actually studied computer science and did a master's thesis on artificial intelligence, which of course I didn't know that would end up in this place where we are today. But when I had a workshop somewhere last year, I I was kind of pissed awake. By this old friend, which had said goodbye because of I was quite actually afraid of the potential of AI when I had studied it. So went on to become management consultant. Then, since 15 years now I'm executive coach, facilitator, boardroom advisor. In that context, met Peter already. I think 2018 something like that started working with the BUMT out of Aberkin back then. Which is now by now part of McKinsey. And yeah, I never left to be you ever since. I'm sure that was not Peter's plan, but he's still stuck with me. And I've been supporting the BUMT and team development supporting individual leaders one-on-one with the executive coaching and supporting all of the teams reporting into the BU Mt over the last years, including, yeah, what used to be PMPM is now DSH two years ago. So now the the operation quite well and but yeah. In being pissed away, you can't go back to sleep. So I just decided to start my own company together with with some some great friends and experts like like Patrick and and Elfie and other people now working under this brand to. Yeah, ultimately I'm still doing what I did, which is to support individuals and teams, but I'm also. Really burning for how to help companies to become. Capable to deal with. If what we call the state of perpetual transformation because AI is creating so much ambiguity with regards to how the future looks tomorrow, it's still OK. But then one 2-3 years from now, it really becomes rather ambiguous. And so rather than having the solution, I don't know. But we we are bringing a methodology to companies that will help them to. Yeah, to deal with these ambiguities. And keep on iterating and actually embrace the constant iteration of core business processes and everything that's linked to that as just a way of running the business. So in very much in line with your agile spirit very much in line with your idea that the waterfall was a. Romantic place in history. At some point it will never come back. Our never, but at least not for the coming decades. We, we we are convinced. So we better organize for it. To reap the benefits and the benefits for us very much include a healthy human AI or human machine symbiosis rather than just a hollowing out of or supercharging a broken capitalist system that will just lead to lots of profits and super and even more unhappy people. Right. So. + +18:22 Zuidema Jetske (YIA): The easel. + +18:24 Jeroen Haverkorn van Rijsewijk: Yeah, I mean, but yeah, so it really at. A point in time where we can choose, let's say, many things. And so we are here to. To choose for a, for a, for a world that we wish for our grandchildren. So that's also a bit about H3 now. To to Patrick. Patrick is, I think, Patrick, you can tell yourself, but I am a big fan of Patrick and Peter by now as well. Patrick, you don't need to tell that part because that's just truth. But maybe you can tell a bit about Patrick background, yeah. + +18:56 Patrick Motsch: Thank you for this. I just shared a value study just told about the democratization of knowledge and demographicization of decisions. I live in Switzerland. I was born in Geneva, in the French part. Then I moved to Zurich. Now in the German part, I live in my family. Here I have three children. Wonderful wife and wonderful children normally, and I started 20. I'm not graduate 29 or 30 years ago I started civil engineer. I was working in the in the infrastructure domain. In the construction domain specifically, I was doing real estate projects. I still do it on my side in private. I like it. But then I changed to the digital side because more and more we had this technology projects going with it in our company, digital transformations. And one of the nice combinations I could do was data centers first to study how they work, then to design and then to build. Teams. And then I had to change in Zurich with the Dodge Company at the time to build 22 datacenters in Zurich North. The one. The two centres now that are used for the hyper scalers that come from USA that don't trust anymore data from all to Europe and my role there was I could build the design from data center with the team, build the internal team to raise up because they had. To go from 2:00 to 200, then finally to operate all this thing and I could hand it over after it was finished, which was very nice for me. And this is also my role. I'm an agile person. I come to solve a problem and when it's done I go and when it was good, perhaps I come again, but not for the same problem. So finally it was this. This AI hype that you all survived, I hope. And now more and more, it's not only teach the transformation that I support and that I support teams and organization. It's not just AI journey for me. This AI is already over. We are now in the age of AI integration. Also here and this is where I come now from infrastructure, our digital to people in my age. Now I I like to work more and more with people. When I was young, I like the console and the computers and the things. This is over, I realized. Also, it's it's now people business to manage these things, especially AI. When it was ask also very tough the biggest impact I think everywhere at least in IT. So it's now really, really a disruptive topic that we have here. That can be very wonderful. Varsity manager. It could so also speak too much. Now this is my role. + +21:24 Jeroen Haverkorn van Rijsewijk: Thanks. Yeah. Wonderful. We've worked to. There's one other team member. That's our AI note taker. It's a G. DBR compliant to running on European servers, which which I'm explicitly paying extra for. Also, for my own Peace of Mind. So if it's OK with you, we record it. If not, we shut it off. Yeah, we record it. + +21:50 Patrick Motsch: OK. + +21:50 Jeroen Haverkorn van Rijsewijk: Yeah. Thanks. And and this interview is confidential between the four of us. Peter Pazhik and I will use the extracts to design the kickoff. Which is taking place on the what is 15th, 16th out of my head, top five in two weeks from now. Cool. All right. So now we have some questions for you already. You gave a lot of input, so let's see. There's still a few left, but please don't repeat yourself what you already told us first. But I think first question is how well do you know immobility and the and the business unit's primary strategic goals? + +22:34 Zuidema Jetske (YIA): Yeah. How well is good question. It's it's more on a on a higher level that I'm involved and I am happy to have regular alignments with Fabian also. So he's trying to educate me there. So for example, currently about exiting the customer interest part. So. I would say I do my best to to understand it, but I'm certainly not defining dish. Yeah. So the business strategy and. Yeah. + +23:11 Jeroen Haverkorn van Rijsewijk: Yep. Thanks, Sarah. And of course, Edwin is much closer to you than or to immobility than you, I imagine. Yeah, yeah. I haven't met Edwin, by the way. But I did work a lot with John de Young, who is Peter's predecessor, of course. And I've also been to katowitz, so working with Officer, Rebecca and with. + +23:33 Zuidema Jetske (YIA): Good. Yeah, I think it is really good that you also interview Edwin. I don't know if you have have that plans. And of course, Edwin and we, we more concentrate on on the software part. Then on the business strategy, but but the nice thing is that there are strategic conferences where we also together are in where the IT people are also involved. So yeah, I think that that's a really nice cooperation we do together. + +24:10 Jeroen Haverkorn van Rijsewijk: Yeah, from from your. From what you can see and and hear. Where do you feel the if if, if at all the collaboration between. Let's say E mobility and and and Vodafone. It can be elevated to to the to the next level. + +24:31 Zuidema Jetske (YIA): I think we really have a strong cooperation and also try to support us where we can. Umm. Yeah. So very good question. I I. I don't feel we lack a part, I think. I think one of the difficult things, but this is not about cooperation, is where do you? Put your time in, right? And I think this also is a bit linked to strategy and considering a lot of different things. + +25:14 Jeroen Haverkorn van Rijsewijk: Mm-hmm. + +25:15 Zuidema Jetske (YIA): And and when we when we talk about AI. There's there's many areas where we could start using AI right? So. Forks shoppers. + +25:34 Jeroen Haverkorn van Rijsewijk: Can you unpack? Yeah, sorry. + +25:36 Zuidema Jetske (YIA): Yeah. Yeah, yeah. So so. For chompol, in having more of these agnostic. Flows these agents that. Correct things automatically, right? So so. When you have a charging station. Many things can go wrong that they that they fail and and and a lot of things you could automatically bring them back and make more use of agents and self learning agents to also predict this and to prevent this. So a lot is possible, but I also think. That we we live a bit in an AI hype. + +26:19 Jeroen Haverkorn van Rijsewijk: Yeah, agreed. + +26:22 Zuidema Jetske (YIA): Of what is AI is also about automation. + +26:28 Jeroen Haverkorn van Rijsewijk: Yeah, exactly. + +26:31 Zuidema Jetske (YIA): And yeah, and and I think automation for immobility. In in in the operation and also in the services. Essential and I think there we we made the first prerequis you know the word prerequisites in. Integrating systems. And moving to into in into had a shame. Billing system. Same customer systems. And now we have done this much more becomes possible, right? Because as long as you have different islands and different. And also because the margins in immobility are not that big, the need for automation is high, right? So there's not much. + +27:21 Jeroen Haverkorn van Rijsewijk: Yeah. + +27:23 Zuidema Jetske (YIA): Uh. Of course, often you want to keep certain parts of your service personal, as there may be sales opportunities or bidding case of immobility. Is very little right. It's very, very little and I think a lot of the changes that has been ongoing open up now that we can much more focus on the automation. But I think that the growing pains in. In in. Have been. That. We. I think that what Fabian does really well now is give much more focus to where we should work. So two years ago it was basically we wanted to go to the moon. And everything should be done and I think that's also the trap when defining strategy, specifically within because. We are rich. All good ideas need to be done. Well, that's the best way to fail, right? So. So just pick something and start doing it. And I think Fabian is doing that really well. + +28:36 Jeroen Haverkorn van Rijsewijk: Yeah, agreed. + +28:38 Zuidema Jetske (YIA): To concentrate on something, yeah. + +28:39 Jeroen Haverkorn van Rijsewijk: Yeah. + +28:40 Zuidema Jetske (YIA): And that's, I guess that's the same with AI. We are working on a lot of interesting projects in other regions with. With sales on AI. And so, so there's lots of experience of things that we can do also in the service area. That we could also. See if we can use them for immobility. + +29:08 Jeroen Haverkorn van Rijsewijk: Fantastic. + +29:08 Zuidema Jetske (YIA): But all of them will be a serious undertaking, will require your resources and and we need to think where is the focus. + +29:16 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. I'm kind of feel moved to also to ask Peter, how does this land with you and is there anything that is like emerging in you that you want to share at this moment? I mean don't feel obliged. Not part of the script, but we're going a bit off paced. + +29:35 Ommeren Pieter van (SB): No, I can also work with that script. No, no, no. I like it so. + +29:40 Jeroen Haverkorn van Rijsewijk: There's definitely a script. + +29:40 Ommeren Pieter van (SB): Yeah, that there is scripts but so no, I I I very much very much resonate and I like it. So I think, yeah, but let's continue with the questions and we will come there, yeah. + +29:50 Jeroen Haverkorn van Rijsewijk: Very good, yeah. Yeah, so this, this, this initiative aims to develop and implement and maintain the tech vision for the BUE mobility, right. So as Peter already framed in the beginning, how, how, how would you define a tech vision as such, what what is part of that? + +30:14 Zuidema Jetske (YIA): Yeah. So I think here it's it's arranging really from hardware charging components. Yeah, a lot of infrastructure components are there, right? So we have Patrick as builds data centres, I hear which may come in handy there, right, because it's it's ranging from that to we also know that. Just the simple fact of certain telephonies having certain telephony suppliers determines your service right? So there's so much in the partners and the hardware we have. Or we use through suppliers that determines the quality of our service. So I see it really ranging from all their to the software platform and and and the components. We deliver and work on. + +31:15 Jeroen Haverkorn van Rijsewijk: Yeah. Thanks. + +31:19 Zuidema Jetske (YIA): And it's it's of course, in immobility. It's it's such a quick developing. Developing that if you already look into the hardware stations we have all these different versions. I mean, Patrick and me, when we when we were still. Working with Patrick, I think he also were coding. You said so I started working on the on the black green terminals, right? I I used to be a coder RPG400 on an H400. This is like so. + +31:53 Jeroen Haverkorn van Rijsewijk: Nice. + +31:55 Zuidema Jetske (YIA): It took almost a lifetime now to get to these. Nice. Laptops, right? But if you look into the. Charging stations for immobility. They've gone through this. They go to continuous evolution. There's new models out every year, there's new protocols. How they function every year there's new. So when you look into. Our service we have to work with all these older, newer models. All these different protocols, all these. So. So deciding about a strategy should should also go about what? What is the zoo? What is the form we have on on assets? Yeah. Do you really want to maintain them all? Maybe it is also easy, right? Because handling these different protocols, how you communicate with the station that becomes more and more a commodity and we used to really call this ourselves. So so yeah. So I think there in the strategy we need to make some smart choices. + +33:03 Jeroen Haverkorn van Rijsewijk: Thanks. So we of course we're trying to or well also kind of visualize it in a in a way that's that helps us to to speak into it and and I'll show now kind of a prototype which is intended to be Co created also as part of this TRA. Which is why we show it. And I also get your first. Your first idea, and we'll bring it into the kickoff as well. To to kind of. At a very high level. That's 'cause. It's very high level. I have a a framework which or we call the steering wheel. To cover which which kind of helps us to, to check if we cover all angles and so leadership at the heart to drive it. And it is this this digital transformation. AI and what have you. Everything that needs to be in place, of course. Then a strategy, a culture enabling that strategy and then execution. Strategy through the operating model, which also falls apart into. 4 segments. In this, in the upper part of the model has been inspired by by an IMD model which Patrick has been working with a lot with, with organizations and all of this of course happens within the the bath, I would say of data and data, quality data, etc. And. And at this moment also artificial intelligence. So when you look at this, is there anything critical like missing at this meta level? If you if you think about tech vision? + +34:51 Zuidema Jetske (YIA): Well. Oh yeah, I do see the customers. + +34:56 Jeroen Haverkorn van Rijsewijk: Yeah, that's what Tobias also said. That should be more prominent. Yeah, there should be more prominence. Yeah. So we'll take that as feedback, yeah. Anything else? + +35:17 Zuidema Jetske (YIA): Well, yeah. So of course you there's. In the operating model, I think but, but I don't know that. Maybe also a question to Peter, I think. There are. Other units, did you also cooperate closely with right procurement? + +35:42 Ommeren Pieter van (SB): Procurement for sure. + +35:43 Zuidema Jetske (YIA): So where would you see them? In here, would it be partners or or so I think. When I understood far beyond, there's also a bit of thinking. How can we work together with IT and with procurement that may not necessarily be a meta model. Strategy, but I'm trying to think about what Fabian had in mind. + +36:11 Ommeren Pieter van (SB): It's it's a close collaboration, especially with IT and procurement. + +36:16 Zuidema Jetske (YIA): Yeah. And I don't think engagement really. I don't know. But yeah so but or or its organization I don't know. Yeah. + +36:27 Jeroen Haverkorn van Rijsewijk: I would say, yeah. In my logic that would be part of operations and organization. + +36:31 Patrick Motsch: It's a good point to address it, because it's a key point. It has to find place somewhere. + +36:35 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. + +36:37 Patrick Motsch: Here I I I understand this point. + +36:38 Zuidema Jetske (YIA): Yeah. And I guess the model can capture always everything. So you guys will will work it out, yeah. + +36:44 Jeroen Haverkorn van Rijsewijk: Granted, yeah. Exactly. Thanks. Then I would say. Let me think. + +36:53 Zuidema Jetske (YIA): Yeah. And if she showed again? So I think. The other model, which is often used of course, is people, process technology. Process well, I'm happy if it's not in here because I think the goal is more important, but. Or it would be, yeah. In operations, I see its process and technology. Yeah. So I guess maybe technology should fit somewhere. + +37:30 Jeroen Haverkorn van Rijsewijk: Yeah, we need technology. Let me see if OK. + +37:35 Zuidema Jetske (YIA): Well, you have a data, an AI circle around it, but. Yeah. + +37:40 Patrick Motsch: No, I'm very happy for your points because it depends what is the focus topics that you need in an organization that is challenging is very important that we have to write words here where we need to put our focus and our energies. And in a strategy and the. Vision. Good point. + +37:57 Zuidema Jetske (YIA): Yeah. And the other thing, of course, that's a lot on our minds. I think also with Peter. Is the needed capabilities right in people so they're so high development in technologies in? You. Structure incentives. That really. Getting the people with the right knowledge of these technologies of the hardware of is, is is often also an important part. Yeah. + +38:31 Jeroen Haverkorn van Rijsewijk: Yep. Granted, yeah. Yeah. And they're right now. We can be happy to have some very great expertise in House. But you wanna keep that and expand that and also adapt to changing. Technical technological realities, right? So yeah. Yeah. That's it. I think I hand over to you. But if that works for you. + +39:03 Patrick Motsch: Thank you. My questions be already sent to by e-mail. Before that you had a fair chance also to prepare because I also was. + +39:11 Zuidema Jetske (YIA): Uh Oh yeah, I had a fair chance to prepare. I agree. + +39:14 Patrick Motsch: Just avoiding those questions and not something else you know, I could also send questions if you ask something else not to. No, it's it's. + +39:23 Zuidema Jetske (YIA): Yeah, yeah, yeah. I I almost do not dare to admit it. I did not read it. + +39:25 Patrick Motsch: That's OK. It's OK. + +39:28 Zuidema Jetske (YIA): I did not see it, but yeah, yeah, I I I'm a happy person that gets a lot of mail. + +39:33 Jeroen Haverkorn van Rijsewijk: Oh, look at you. + +39:33 Patrick Motsch: Yes Sir. So. + +39:33 Zuidema Jetske (YIA): Yeah, sorry, but please ask the questions. + +39:36 Patrick Motsch: No, no, not at all. A problem, everything OK? It's just these three parts. The first strategic reason and this digital transformation that we are about to do as we prepare to discuss about developing and implementing this tech vision that we want to do could reflect on how you see it your part enabling the organization to create. Create the new customer value. How can you support us? Help us better see your role. + +40:05 Zuidema Jetske (YIA): Yeah. So I think there's a lot of experts. We have not only knowing the current system, but also. From architectural point, that's that can help. Bringing ideas to form this vision. So I think it it will be really good to to yeah have have some of these involved. Add on a bit of a higher level. Edwin has a very good. Yeah, can bring very good input also into this I think. + +40:41 Patrick Motsch: Right. + +40:41 Zuidema Jetske (YIA): Yeah. + +40:42 Patrick Motsch: And when you look for role can teach you the transformation. Play especially also question because I don't know to have an IT strategy and the digital strategy is there something also we can use, adapt, contribute. + +40:58 Zuidema Jetske (YIA): Yeah, derish and I think I probably also can find. Materials on this? So for example, there is AI strategy also, so that may be good to have. I will. + +41:12 Patrick Motsch: Yep. + +41:14 Zuidema Jetske (YIA): Find the link and send it to you. So AI is if, if we look into the current strategy of it, there are several things that have a lot of focus. One of it is is AI and to boost also the use of AI in getting more customer value so. So I think that's a clear part. We also have a lot of focus on automation. And. So you you can. Think about this in in for example our. Current. Software development and operations. We have cicd pipelines. That verify automatically a lot of things and with that. Try to secure that you have a stable environment that it's also compliant, that it's secure. So a lot of these things are are automized. So focus on automating this specifically. Also with the deliveries we do here as we can release new software multiple times a day. These things are automatically done. So. So that's that's extremely important. Security is also a focus point, of course. + +42:37 Ommeren Pieter van (SB): Mm-hmm. + +42:37 Zuidema Jetske (YIA): We know all things happening in the world and this is not making it easier. So also a lot of attention we have. On that, yeah. + +42:50 Patrick Motsch: Very good source of validation testing automated. + +42:56 Zuidema Jetske (YIA): Yeah. So a lot of the the tests are in the CICD pipeline. + +43:02 Patrick Motsch: Mm-hmm. + +43:04 Zuidema Jetske (YIA): Yeah, and. And we have also test automation specialists that work on this we have. Yeah, and and and also one specific team that is focusing on this, the SRE team. Peter, you you must know this. This team, right? So it's it's one team that works on. A lot of these. Security checks. And make sure that they get into these pipelines so that whenever we release software that this is automatically applied and if it's not good enough, then the release is just not done. Yeah. + +43:52 Patrick Motsch: He also developed with AI in this this topic and when you produce applications products you develop using AI. + +44:01 Zuidema Jetske (YIA): So. AI is used by developers, but it's still in more in individual and in pork states. But there is no way no company could say that they're not using AI because you've also been coding, right, Patrick or not. + +44:20 Patrick Motsch: Yes, that's also why. Yes, because of this of this compliance topic that they address, they're a little bit tight if you allow. + +44:26 Jeroen Haverkorn van Rijsewijk: It was a long time ago, but. + +44:28 Zuidema Jetske (YIA): How about you, Peter? + +44:30 Jeroen Haverkorn van Rijsewijk: I wasn't too good. That's why I became a management consulting instead of it. + +44:33 Zuidema Jetske (YIA): Yeah, yeah, yeah. OK, OK. But, but let's say this way, whoever it manager currently says that his code is absolutely made without AI is just living under a stone. + +44:45 Patrick Motsch: Is too expensive. + +44:47 Zuidema Jetske (YIA): Because if you are, if no, but even if it's too expensive, if you are a software engineer. You have tried this out privately. You have done this and you will use it in your work. Maybe not officially, maybe not. So our job is in the Cicd pipelines as a company to secure that. If there is anything coming through that with AI which cannot be trusted, that it bounces back but to just. So so I think you cannot prevent people from using AI. I mean, if you now type in, you're searching Google. It's also using AI. If you want or if you don't want and software engineers. They are smart people. They are not just going to do a lot of boring work if this can just be done really easily and imported in the code, right? So how could somebody figure out that you not did it and you had it in AI? And why would you even want to stop it? Because I think it's really important to prepare your software engineers for the future. So we encourage them to use AI. We also train them on being aware. Of the. Risk of AI right? So. And I think AI is already in many more places than we think or we. Officially acknowledge. So of course I could say no, we're not using AI, but yes, they are using AI. We also have folks, for example around cursor. And we know that people individually also use tools like lovable and yeah. + +46:42 Patrick Motsch: But this for me this answer is is perfect, not because of the answer because of the direction of answer I understand for me it was just important to understand how IT department how your part thinks about this technology and how you use it from it's crucial for me. It will also be interesting, you know, to find out the other parties in the company how they think about and how they are aware on what you just said, because I could imagine you are touching very, very near. This technology, others are a little bit far. Perhaps that's why I was. I was jumping so much down now. Thank you, Bates. + +47:16 Zuidema Jetske (YIA): And in the mobile web technology area, so front end, back end and full stack development. We now also explicitly in the sourcing strategy for my full unit, have to keep more externals because. I mean, Gardner is still saying that this will not endanger. The software work. But I see that this is so much, so much work can be automated, the work will become more complex, but so much this will have an impact and I expect the impact to be the quickest in these areas. So there we also keep a higher amount of externals. I told you earlier. This also has to do with fluctuations in mobility, but it also has to do that we foresee we can do more. Or with AI in the future and we will need less software engineers. + +48:08 Patrick Motsch: Thank you. Great. So with Trump, at this point to the next topic, which is collaboration and enablement, which is connected now, what you just said considering the collaboration between IT and business units and the county organisations, also what do you see as the key? Cannot say key technological. Capabilities in partnership models needed to enable our business transformation. That we are about to define with our technology. + +48:40 Zuidema Jetske (YIA): Yeah. So yeah, yeah. So I I think that what works really well with immobility is that we collaborate cross team. Yeah. So, so we have the software engineers from my department. We have the product owners from Peter and other other specialists. And and they closely collaborate in the agile teams. I also see big value in having very close cooperation. The management level. So, for example, Rebecca and Dorota are also part of management teams of business. Why would you always have finance and an hour person in your management team, but you don't have it? I don't get it. So I think on all levels it's important that I understand Fabian. Edwin understands Peter, that we that we on all these levels. Also, it's really important that we work together and that we can strengthen what we try to achieve across the organization, right for foot of all, I think that that's that's a bit of a key model. If you officially read our governance, I come back to the waterfall things. Officially, we work together in a demand supply. Working relationship. And I think that's wrong. I think it should be more of a partnership and and I think we have that in in immobility. So. Yeah. Does that answer your question? + +50:19 Patrick Motsch: Perfectly. When we go to the future, we look a little bit forward. Which emerging technologies or IT initiatives or capability caps? Should we prioritize to maintain competitive advantage in the market? What do you think? + +50:37 Zuidema Jetske (YIA): So if I really think about. The current landscape, I think. The CRM system so SAP brim. Also, Microsoft Dynamics. So there we we need to secure. Competences and and and it's it's it's not that easy so specifically. Microsoft Dynamics is, is is difficult. But we're also training internal people here, so we we have sourcing strategies there. But so, so from technology wise, that's the the the current landscape. I also see that we we also focus on moving more to full stack developers over only front or back end. So so that's something. A change we also do. Yeah. And obviously. The AI is not a technology, but using AI and becoming familiar with it needs to have a high focus. Yeah. + +51:57 Patrick Motsch: About caps, do you see? There are some leading role from here. From IT department I would say also for training education and these things for various cities. Just to say, I suspect that's coming everywhere for everybody with all these risks, with the compliance, topics with data topics. + +52:15 Zuidema Jetske (YIA): Yeah, I think there are a lot of learnings available. Offered sense? Really, which can be taken, but I think to really apply it in the immobility area, you need somehow to get focus and some people that are able to work with it. And maybe it could also be good to look at. Alder exhaust in the organization. So for example. For CNS and L, there is now a team working on this, but you know that Peter also or not. + +52:51 Ommeren Pieter van (SB): Who's that? + +52:51 Zuidema Jetske (YIA): So. So. So Cindy, in Cindy's unit, they have formed one new agile team. Focusing on AI and concrete AI implementations. So, and I think that this can help. Even though you grow cross-platform and you would involve people there. I think that can help that you have a group of people that focus that look at what are the ideas, what's the most valuable idea. Let's see that we do something with it. To bring some focus. + +53:34 Ommeren Pieter van (SB): Interesting. + +53:37 Zuidema Jetske (YIA): Because just training people and then not doing anything with it. + +53:42 Ommeren Pieter van (SB): Yeah. So you would say create a dedicated team, so not not embedded in all teams specifically. + +53:48 Zuidema Jetske (YIA): That's well, that's just as an example. That's what they did with in Cindy's units, and I think it may be right. Maybe, maybe nice to just look and talk to them and say, hey, how is this working right? Because just to ask, all teams that have a big mission of you need to do a lot of list of things to also do AI and you sent them to a course. Also good, right? Maybe that also works well, but it could be nice to just see. Hey, how does that work? Would that be an approach that is also beneficial for immobility? It's it's something new, right? How do you change habits of people? + +54:31 Patrick Motsch: Mm-hmm. + +54:33 Zuidema Jetske (YIA): Yeah. + +54:33 Jeroen Haverkorn van Rijsewijk: Yeah, interesting. And so Peter would be interesting to learn in indeed, if this is then a team that has been then freed up and put into one team, or if they're still embedded in their own departments. I have many questions about this, but great, great learning. + +54:49 Ommeren Pieter van (SB): Who is leading the team? + +54:49 Zuidema Jetske (YIA): Yeah, let me let me let me ask and I will share with you. Yeah, yeah, yeah. Because I think it's, it's nice to talk to them and to hear out what they what they feel, if it's going well. Yeah. Yeah. + +55:01 Patrick Motsch: Absolute. Thank you. That was the question from outside. + +55:05 Jeroen Haverkorn van Rijsewijk: Yeah, that's it. We're all learning, so as much we can learn from each other and inspire each other. We we know more and we go faster, all of us. + +55:14 Ommeren Pieter van (SB): Maybe I can ask a last question, which basically if I look at our system landscape. My my, my view is that the basics are are very well developed, right? So sub bran if you look at it can handle millions of charging sessions automatically. Perfect, thanks. CRM can manage all our customers and we're adding adding modules to it. I think the portal nicely developed a lot of features getting better. Feel better? So I think a platform from a capability perspective is not so bad. I would say some people think, but I think it's quite good actually. But the the big buzz is that I find so user-friendliness and the level of process automations, self-service, those things are very much behind. This is no blaming, right? I know we share the road map, but it's like a few. Those are very much behind and I'm thinking like. How can it be right? We have quite many people. We know what we need, but for some reason. It's not happening so far, has not really happened. So This is why customers are customers, employees complaining. It's all manual work. A lot of errors. Do you have a few there on on root cause and and what we should do to accelerate this in the right direction? + +56:34 Zuidema Jetske (YIA): Well, so we we come from split systems. So. There's the Netherlands work different and Germany worked different. In Sweden, you know more than me about that, right? So we all had our own systems. We all had our own way of working. What we fixed now is that there is an IT backbone. So we now go through the same system. + +57:00 Ommeren Pieter van (SB): Yeah. + +57:00 Zuidema Jetske (YIA): But obviously we still have our own processes. We still have and we try to get that more together, but everybody. Especial. Right. So you, you also wish everybody to be special, right? But in this case. Further simplification of process and automation still needs to happen and I think this can also not happen before you are in one system. And and it's extremely painful. It takes a long time. It's a big change process. But I think you have to do it also because it's financially. The. Automating the surface, we need to have an extreme case that that you as a customer can talk to somebody, right? Because you you you lose so much money by having this personal contact. You don't want to do this. So so it is something that we can now put focus on and and it's I think it's the same Peter. I mean you you've also faced the one hour program in front of all, right. + +58:09 Ommeren Pieter van (SB): Yeah, for sure. + +58:10 Zuidema Jetske (YIA): Yeah, we're all. We're all special. We know, right? We don't want to lose it and and the more opportunity and money have that you don't lose it, don't want to lose it. You just get different solutions. You get complicated processes, you need people. Yeah. So so it's really steering to to the standards. And automating. And I think one of the difficult thing is the markets were in is AB2B markets, you get customers. For, you know, seducing them with all but for you, your full fall. So we will do something special. So so it's it's a difficult balance, right? So I cannot determine that you shouldn't do special things for fo FO but, but it would surely. I think all of us understand that if we don't do special things for customers that it would be a lot cheaper and we could automate more. + +59:10 Patrick Motsch: Sure. + +59:12 Zuidema Jetske (YIA): And and right now we are able to do it before we were in different systems. So there it wasn't possible. There was no need and everybody was special. Yeah, still now. Everybody's still special, but now we can do it now. + +59:25 Jeroen Haverkorn van Rijsewijk: You're still special and we have a standardized business process and automated. + +59:31 Zuidema Jetske (YIA): Yeah. Yeah, exactly. Yeah, nobody wants to be the average. We're all just a bit better than the average, aren't we? Yeah. + +59:37 Jeroen Haverkorn van Rijsewijk: It's just that we are all special, so it's standards then. + +59:40 Zuidema Jetske (YIA): Yes, yeah, yeah. + +59:41 Ommeren Pieter van (SB): Let's tailor it. No, it's. + +59:44 Jeroen Haverkorn van Rijsewijk: Exactly. Maybe. Maybe what? It's we're on time, but Peter, a quick question, if we should also consider interviewing Edwin before the kickoff. It feels like it's a good thing. + +59:53 Zuidema Jetske (YIA): Technology. The developments around what would be worth to focusing on. So I I think that that would be really good. Yeah. + +01:00:10 Jeroen Haverkorn van Rijsewijk: Yeah, yeah. And also I think in, in transparency, etc. We're also looking at OK then because because part of this also helping DSH to to get their their signature right, Peter as as we formulated and then what's the what's the, what's the right team configuration for the management team to. To optimally, yeah, accelerate this and and implement this, this, this tech vision. This question on our mind, so no no solutions but would love to to also. Yeah, to have you on board of that. Conversation somehow with Peter. But this is Peter, Jessica, and question to Peter that that is the last thing on my mind, yeah. + +01:00:55 Zuidema Jetske (YIA): So so you you wonder who's the best contact? Me or Edwin? Yeah. I. I don't know. Why don't you interview him? And if Edwin is more so Edwin is on the technology side for E mobility he. He has much more knowledge of what's in the market, what's possible. + +01:01:15 Jeroen Haverkorn van Rijsewijk: Yeah. No, it's. I didn't mean that. I meant in the daily operational management team that reports to Peter. Now it's Rebecca. Maybe it should be Edwin instead. It depends a bit on the angle and on what. What the Mt is trying to achieve so so that's what Fabian and Peter and. + +01:01:35 Zuidema Jetske (YIA): Good question and the kick off to Adrian, I would say. + +01:01:36 Jeroen Haverkorn van Rijsewijk: Yeah, we're not letting you go for the kickoff yet. + +01:01:39 Zuidema Jetske (YIA): He can probably explain what's the good. Yeah. Yeah, yeah. + +01:01:41 Jeroen Haverkorn van Rijsewijk: I. I don't. I don't think we're letting you off the hook yet. For the kickoff, but I'll let Peter decide that. + +01:01:47 Zuidema Jetske (YIA): No, no, I I, but I only had the 1st 30 minutes, right? Because that's the one in two weeks or something, or and there was another one possible as well, I believe. But I don't know. + +01:01:57 Jeroen Haverkorn van Rijsewijk: Well, OK. So let's check that we have, let's say the primary slot. It's on September 16th from 11:50. + +01:02:07 Zuidema Jetske (YIA): And then there's one on the 18th, 18th I can make, yeah. + +01:02:13 Jeroen Haverkorn van Rijsewijk: And and then there's a, yeah. And then there's a backup slot. So if you cannot make this, you're you're saying you cannot make the 16th slot. + +01:02:20 Zuidema Jetske (YIA): No, only the 1st 30 minutes that that was the 30 minute thing. Yeah. + +01:02:25 Jeroen Haverkorn van Rijsewijk: Clear. OK, good. Well, then we will. Yeah, we'll think about how to cover that maybe. + +01:02:31 Zuidema Jetske (YIA): Let me know I I I can also be there to 30 minutes and then be the other one. + +01:02:35 Jeroen Haverkorn van Rijsewijk: OK. + +01:02:35 Zuidema Jetske (YIA): But just let me know what you prefer. + +01:02:37 Jeroen Haverkorn van Rijsewijk: OK. + +01:02:37 Ommeren Pieter van (SB): Thanks a lot Jessica for your time. + +01:02:39 Zuidema Jetske (YIA): Yeah, you too. And looking forward to it. + +01:02:43 Jeroen Haverkorn van Rijsewijk: Thanks Peter. Patrick, maybe. + +01:02:45 Ommeren Pieter van (SB): Go to win. + +01:02:45 Jeroen Haverkorn van Rijsewijk: Hang on. + +01:02:45 Patrick Motsch: Yes, it's good. + +01:02:48 Jeroen Haverkorn van Rijsewijk: Thanks. + +01:02:49 Ommeren Pieter van (SB): Bye bye. + +01:02:49 Patrick Motsch: Yes, thank you very much. See you. + +01:02:52 Jeroen Haverkorn van Rijsewijk: Let me see if I can pick out my AI note taker where I see. + +01:02:57 Ommeren Pieter van (SB): Although I said get otherwise I can also do it. + +01:03:00 Patrick Motsch: But wait, wait before you shoot him down, huh? Some note takers have to rule when you shoot him. He came out of the meeting. He deletes the notes. + +01:03:07 Jeroen Haverkorn van Rijsewijk: Oh, OK. Let me see if I can. + +01:03:09 Ommeren Pieter van (SB): Let's not do that. + +01:03:10 Patrick Motsch: Be careful. Yes, because for compliance, they say, then I'm not accepting in the meeting, so I delete data. + +01:03:16 Jeroen Haverkorn van Rijsewijk: Interesting. OK. + +01:03:16 Patrick Motsch: Be careful. So just keep him here. + +01:03:20 Jeroen Haverkorn van Rijsewijk: OK. + +01:03:22 Patrick Motsch: Or we change the meeting. Or we just take data. Dave, we have not yet. Don't kick him out. I just say this. + +01:03:37 Jeroen Haverkorn van Rijsewijk: Don't know how to do it. OK. + +01:03:43 Patrick Motsch: Ah, we can do following. We go out of the meeting, come back, then he stops. + +01:03:47 Jeroen Haverkorn van Rijsewijk: Well, I can, I can. I can give you. I can set up a a brief conference call, but it's really just two minutes. Yeah. Is that OK, Peter, to a line. OK, bye. \ No newline at end of file diff --git a/mandates/vattenfall/115 Interview Jetske - Head IT/04 INPUT - IT-strategy-2025-short.pptx b/mandates/vattenfall/115 Interview Jetske - Head IT/04 INPUT - IT-strategy-2025-short.pptx new file mode 100644 index 0000000..344848c Binary files /dev/null and b/mandates/vattenfall/115 Interview Jetske - Head IT/04 INPUT - IT-strategy-2025-short.pptx differ diff --git a/poweron/appdoc/PowerOn Plattform - Partner Dokumentation.pdf b/poweron/appdoc/PowerOn Plattform - Partner Dokumentation.pdf new file mode 100644 index 0000000..c8f66ca Binary files /dev/null and b/poweron/appdoc/PowerOn Plattform - Partner Dokumentation.pdf differ diff --git a/poweron/appdoc/RBAC.md b/poweron/appdoc/RBAC.md new file mode 100644 index 0000000..34864c1 --- /dev/null +++ b/poweron/appdoc/RBAC.md @@ -0,0 +1,624 @@ +# Role-Based Access Control (RBAC) System + +## Executive Summary + +This document describes the implementation of a comprehensive Role-Based Access Control (RBAC) system that addresses the critical database efficiency issues identified in the [Database Efficiency Analysis](../DATABASE_EFFICIENCY_ANALYSIS.md). The new system moves access control logic from Python to the database level, providing granular permissions while dramatically improving performance. + +## Problem Statement + +The current User Access Management (UAM) system has significant performance bottlenecks: + +- **Full Table Scans**: Loading entire tables before filtering in Python +- **Memory Overhead**: Storing complete datasets in memory +- **Scalability Issues**: Performance degrades with data growth +- **Code Complexity**: Access control logic scattered across interfaces + +## Solution Overview + +The new RBAC system implements a **matrix-based access model** with database-level filtering, providing: + +- **Granular Permissions**: Table and field-level access control +- **Role-Based Security**: Centralized permission management +- **Database Optimization**: Filtering at database level +- **Mandate Isolation**: Secure multi-tenant access +- **Performance**: 80-95% reduction in data transfer and memory usage + +## System Architecture + +### Core Components + +1. **Role Management**: Define roles with mandate scope +2. **Access Rules**: Matrix of permissions per role/table/field +3. **Database Integration**: Native filtering in SQL queries +4. **Migration Strategy**: Seamless transition from current UAM + +## Data Models + +### Access Rule Model + +```python +class AccessRule(BaseModel, ModelMixin): + """Data model for access control rules""" + id: str = Field( + default_factory=lambda: str(uuid.uuid4()), + description="Unique ID of the access rule", + frontend_type="text", + frontend_readonly=True, + frontend_required=False + ) + roleLabel: str = Field( + description="Role label this rule applies to", + frontend_type="select", + frontend_readonly=False, + frontend_required=True, + frontend_options=[ + {"value": "sysadmin", "label": {"en": "System Administrator", "fr": "Administrateur système"}}, + {"value": "admin", "label": {"en": "Administrator", "fr": "Administrateur"}}, + {"value": "user", "label": {"en": "User", "fr": "Utilisateur"}}, + {"value": "viewer", "label": {"en": "Viewer", "fr": "Observateur"}} + ] + ) + tableName: Optional[str] = Field( + None, + description="Name of the database table (null = all tables)", + frontend_type="text", + frontend_readonly=False, + frontend_required=False + ) + fieldName: Optional[str] = Field( + None, + description="Specific field name (null = entire table, requires tableName)", + frontend_type="text", + frontend_readonly=False, + frontend_required=False + ) + read: AccessLevel = Field( + description="Read permission level", + frontend_type="select", + frontend_readonly=False, + frontend_required=True, + frontend_options=[ + {"value": "a", "label": {"en": "All Records", "fr": "Tous les enregistrements"}}, + {"value": "m", "label": {"en": "My Records", "fr": "Mes enregistrements"}}, + {"value": "g", "label": {"en": "Mandate Records", "fr": "Enregistrements du mandat"}}, + {"value": "n", "label": {"en": "No Access", "fr": "Aucun accès"}} + ] + ) + create: AccessLevel = Field( + description="Create permission level", + frontend_type="select", + frontend_readonly=False, + frontend_required=True, + frontend_options=[ + {"value": "a", "label": {"en": "All Records", "fr": "Tous les enregistrements"}}, + {"value": "m", "label": {"en": "My Records", "fr": "Mes enregistrements"}}, + {"value": "g", "label": {"en": "Mandate Records", "fr": "Enregistrements du mandat"}}, + {"value": "n", "label": {"en": "No Access", "fr": "Aucun accès"}} + ] + ) + update: AccessLevel = Field( + description="Update permission level", + frontend_type="select", + frontend_readonly=False, + frontend_required=True, + frontend_options=[ + {"value": "a", "label": {"en": "All Records", "fr": "Tous les enregistrements"}}, + {"value": "m", "label": {"en": "My Records", "fr": "Mes enregistrements"}}, + {"value": "g", "label": {"en": "Mandate Records", "fr": "Enregistrements du mandat"}}, + {"value": "n", "label": {"en": "No Access", "fr": "Aucun accès"}} + ] + ) + delete: AccessLevel = Field( + description="Delete permission level", + frontend_type="select", + frontend_readonly=False, + frontend_required=True, + frontend_options=[ + {"value": "a", "label": {"en": "All Records", "fr": "Tous les enregistrements"}}, + {"value": "m", "label": {"en": "My Records", "fr": "Mes enregistrements"}}, + {"value": "g", "label": {"en": "Mandate Records", "fr": "Enregistrements du mandat"}}, + {"value": "n", "label": {"en": "No Access", "fr": "Aucun accès"}} + ] + ) +``` + +### Access Level Enum + +```python +class AccessLevel(str, Enum): + """Access level enumeration""" + ALL = "a" # All records + MY = "m" # My records (created by me) + MANDATE = "g" # Mandate records (my mandate) + NONE = "n" # No access +``` + +### Updated User Model + +```python +class User(BaseModel, ModelMixin): + # ... existing fields ... + roleLabel: str = Field( + description="Role label assigned to this user", + frontend_type="select", + frontend_readonly=False, + frontend_required=True, + frontend_options=[ + {"value": "sysadmin", "label": {"en": "System Administrator", "fr": "Administrateur système"}}, + {"value": "admin", "label": {"en": "Administrator", "fr": "Administrateur"}}, + {"value": "user", "label": {"en": "User", "fr": "Utilisateur"}}, + {"value": "viewer", "label": {"en": "Viewer", "fr": "Observateur"}} + ] + ) + # ... rest of existing fields ... +``` + +## Access Control Logic + +### Rule Hierarchy and Specificity + +The AccessRule system supports a three-level hierarchy for maximum flexibility: + +1. **Generic Rules** (`tableName = null`, `fieldName = null`): Apply to all tables and fields +2. **Table Rules** (`tableName = "UserInDB"`, `fieldName = null`): Apply to all fields in a specific table +3. **Field Rules** (`tableName = "UserInDB"`, `fieldName = "email"`): Apply to a specific field in a specific table + +**Rule Resolution Order** (most specific wins): +1. Field-specific rule for the exact table and field +2. Table-specific rule for the exact table +3. Generic rule for all tables + +**Examples:** +- Generic rule: `{roleLabel: "viewer", tableName: null, fieldName: null, read: "g"}` - Viewers can read mandate records in all tables +- Table rule: `{roleLabel: "admin", tableName: "UserInDB", fieldName: null, read: "a"}` - Admins can read all users +- Field rule: `{roleLabel: "user", tableName: "UserInDB", fieldName: "email", read: "m"}` - Users can only read their own email + +### Opening Rights Principle + +The system implements **opening rights** where read permission (`R`) is a prerequisite for create/update/delete operations (`CUD`): + +- **If Read = "n"**: No CUD operations allowed +- **If Read = "m"**: CUD operations limited to "m" or "n" +- **If Read = "g"**: CUD operations limited to "g", "m", or "n" +- **If Read = "a"**: CUD operations can be "a", "g", "m", or "n" + +**Key Rule**: You can ONLY create/update/delete (CUD) if you have read (R) right. + +### System Field Protection + +**Critical Security Rule**: System fields are automatically protected and cannot be modified by users: + +- **ID Fields**: All `id` fields are read-only for all roles +- **System Fields**: All fields starting with `_` (underscore) are read-only for all roles +- **Database Connector Only**: Only the database connector can modify these fields +- **Automatic Enforcement**: This protection is enforced at the database level, not just application level + +**Examples of Protected Fields:** +- `id` - Primary key +- `_createdAt` - Creation timestamp +- `_createdBy` - Creator user ID +- `_updatedAt` - Last update timestamp +- `_updatedBy` - Last updater user ID +- `_version` - Record version number + +**Access Rule Override**: Even if an AccessRule grants CUD permissions to system fields, the database connector will automatically restrict these operations to read-only. + +### Role-Based Access Logic + +Each user has **one role label** that directly maps to a set of access rules: + +- **Simple Assignment**: User.roleLabel → AccessRule.roleLabel +- **Direct Mapping**: No complex role combinations +- **Clear Permissions**: Each role has well-defined access patterns +- **Easy Debugging**: Clear trace from user to permissions + +### Permission Validation + +```python +def validate_access_rule(rule: AccessRule) -> bool: + """Validate that CUD permissions are allowed by read permission level""" + read_level = AccessLevel(rule.read) + + # CUD operations are only allowed if read permission exists + for operation in [rule.create, rule.update, rule.delete]: + if operation == "n": + continue # No access is always valid + if read_level == AccessLevel.NONE: + return False # No CUD allowed if no read access + if read_level == AccessLevel.MY and operation not in ["n", "m"]: + return False + if read_level == AccessLevel.MANDATE and operation not in ["n", "m", "g"]: + return False + + return True + +def validate_rule_hierarchy(rule: AccessRule) -> bool: + """Validate that field rules require table rules""" + if rule.fieldName is not None and rule.tableName is None: + return False # Field rules must have a table + return True +``` + +## Database Integration + +### Enhanced Database Connector + +The database connector will be extended to support RBAC filtering: + +```python +class DatabaseConnector: + def getRecordsetWithRBAC(self, + model_class: Type[BaseModel], + current_user: User, + record_filter: Dict = None, + order_by: str = None, + limit: int = None) -> List[Dict]: + """Get records with RBAC filtering applied at database level""" + + # Get access rules for user's role + access_rules = self.getAccessRulesForRole(current_user.roleLabel, model_class.__tablename__) + + # Build SQL query with RBAC WHERE clause + where_clause = self.build_rbac_where_clause(access_rules, current_user) + + # Execute optimized query + return self.execute_query_with_rbac( + model_class, + record_filter, + where_clause, + order_by, + limit + ) + + def getAccessRulesForRole(self, role_label: str, table_name: str) -> List[AccessRule]: + """Get access rules for a specific role and table""" + # Get both table-specific and generic rules + table_rules = self.getRecordset(AccessRule, + recordFilter={ + "roleLabel": role_label, + "tableName": table_name + } + ) + generic_rules = self.getRecordset(AccessRule, + recordFilter={ + "roleLabel": role_label, + "tableName": None + } + ) + return table_rules + generic_rules + + def is_system_field(self, field_name: str) -> bool: + """Check if a field is a protected system field""" + return field_name == "id" or field_name.startswith("_") + + def enforce_system_field_protection(self, data: Dict, operation: str) -> Dict: + """Remove system fields from CUD operations""" + if operation == "read": + return data # Read operations can access system fields + + # For CUD operations, remove system fields + protected_data = {} + for key, value in data.items(): + if not self.is_system_field(key): + protected_data[key] = value + + return protected_data +``` + +### SQL Query Generation + +```sql +-- Example: Get workflows with RBAC filtering for single role +SELECT w.* +FROM "ChatWorkflow" w +JOIN "AccessRule" ar ON ar.roleLabel = %s AND ar.tableName = 'ChatWorkflow' +WHERE + -- User access control based on role permissions + ( + -- All records access + (ar.read = 'a') + OR + -- Mandate records access + (ar.read = 'g' AND w.mandateId = %s) + OR + -- My records access + (ar.read = 'm' AND w.createdBy = %s) + ) + -- Additional filters + AND w.status = 'active' +ORDER BY w.createdAt DESC +LIMIT 100; +``` + +## Migration Strategy + +### Phase 1: Database Schema +1. Create `AccessRule` table +2. Add `roleLabel` column to `User` table +3. Create indexes for performance + +### Phase 2: Data Migration +1. Create default access rules for each role label +2. Migrate existing users to appropriate role labels +3. Create access rules based on current UAM logic + +### Phase 3: Code Migration +1. Update database connector with RBAC support +2. Replace `_uam()` calls with `getRecordsetWithRBAC()` +3. Update all interface methods + +### Phase 4: Testing & Optimization +1. Performance testing +2. Security validation +3. Query optimization + +## Performance Impact + +### Expected Improvements + +| Operation | Current | Optimized | Improvement | +|-----------|---------|-----------|-------------| +| `getUserByUsername()` | Full table scan | Single record | 100% reduction | +| `getWorkflows()` | All workflows | User's workflows | 80-95% reduction | +| `getAllFiles()` | All files | User's files | 80-95% reduction | +| Memory usage | Full tables | Filtered records | 80-95% reduction | +| Query time | O(n) Python | O(log n) SQL | 10-100x faster | + +### Database Load Reduction + +- **Critical Operations**: 100% reduction in data transfer +- **High Impact Operations**: 80-95% reduction +- **Memory Usage**: 80-95% reduction for large tables +- **Query Performance**: 10-100x improvement + +## Security Considerations + +### Mandate Isolation +- Users can only access records within their mandate +- Global roles can access all mandates +- Cross-mandate access is explicitly controlled + +### Permission Inheritance +- Global roles apply to all mandates +- Mandate-specific roles override global roles +- Most restrictive permission wins + +### Audit Trail +- All access attempts logged +- Permission changes tracked +- Security events monitored + +## Implementation Timeline + +### Week 1-2: Database Schema +- Create tables and indexes +- Implement data models +- Set up migration scripts + +### Week 3-4: Core RBAC Logic +- Implement access rule validation +- Build database connector extensions +- Create permission checking utilities + +### Week 5-6: Interface Migration +- Update interfaceAppObjects +- Update interfaceChatObjects +- Update interfaceComponentObjects + +### Week 7-8: Testing & Optimization +- Performance testing +- Security validation +- Query optimization +- Documentation updates + +## Default Roles + +### System Roles (Global) +- **SysAdmin**: Full access to all tables and mandates +- **SystemUser**: Limited system access + +### Mandate Roles +- **Admin**: Full access within mandate +- **User**: Limited access within mandate +- **Viewer**: Read-only access within mandate + +## Role Management + +### Simple Role Assignment + +Users have a single role label that directly maps to access rules: + +```json +{ + "userId": "user-123", + "roleLabel": "admin", + "mandateId": "mandate-456" +} +``` + +### Role Label Options +- **sysadmin**: System administrator with full access +- **admin**: Administrator with mandate-level access +- **user**: Regular user with own-record access +- **viewer**: Read-only access within mandate + +## Access Rule Examples + +### Generic Rules (All Tables) + +Generic rules provide a powerful way to set default permissions that apply across all tables: + +#### Example 1: Viewer Role - Read-Only Access to All Tables +```json +{ + "roleLabel": "viewer", + "tableName": null, + "fieldName": null, + "read": "g", + "create": "n", + "update": "n", + "delete": "n" +} +``` +**Effect**: Viewers can read mandate records in ALL tables, but cannot create, update, or delete anything. + +#### Example 2: SysAdmin Role - Full Access to All Tables +```json +{ + "roleLabel": "sysadmin", + "tableName": null, + "fieldName": null, + "read": "a", + "create": "a", + "update": "a", + "delete": "a" +} +``` +**Effect**: System administrators have full access to ALL tables and fields. + +#### Example 3: User Role - Own Records Only (Generic) +```json +{ + "roleLabel": "user", + "tableName": null, + "fieldName": null, + "read": "m", + "create": "m", + "update": "m", + "delete": "m" +} +``` +**Effect**: Users can only access their own records in ALL tables (where `_createdBy` matches their user ID). + +### Table-Specific Rules + +Table-specific rules override generic rules for particular tables: + +#### Example 4: Admin Role - User Table Access +```json +{ + "roleLabel": "admin", + "tableName": "UserInDB", + "fieldName": null, + "read": "g", + "create": "g", + "update": "g", + "delete": "n" +} +``` + +#### Example 5: User Role - File Access (Override Generic Rule) +```json +{ + "roleLabel": "user", + "tableName": "FileItem", + "fieldName": null, + "read": "g", + "create": "g", + "update": "g", + "delete": "g" +} +``` +**Effect**: Users can access all files in their mandate (overrides the generic "own records only" rule). + +#### Example 6: Viewer Role - Workflow Access (Override Generic Rule) +```json +{ + "roleLabel": "viewer", + "tableName": "ChatWorkflow", + "fieldName": null, + "read": "a", + "create": "n", + "update": "n", + "delete": "n" +} +``` +**Effect**: Viewers can read ALL workflows (overrides the generic "mandate records only" rule). + +### Field-Specific Rules + +Field-specific rules provide the most granular control: + +#### Example 7: User Role - Email Field Access +```json +{ + "roleLabel": "user", + "tableName": "UserInDB", + "fieldName": "email", + "read": "a", + "create": "a", + "update": "a", + "delete": "n" +} +``` +**Effect**: Users can read and modify email addresses of all users, but cannot delete them. + +## Benefits of Generic Rules + +### Simplified Access Management + +Generic rules dramatically reduce the number of access rules needed: + +**Without Generic Rules:** +- Need separate rules for each table (UserInDB, ChatWorkflow, FileItem, etc.) +- 10 tables × 4 roles = 40+ access rules +- Difficult to maintain and prone to inconsistencies + +**With Generic Rules:** +- 1 generic rule per role = 4 access rules +- Override with specific rules only when needed +- Much easier to maintain and understand + +### Common Use Cases for Generic Rules + +1. **Default Permissions**: Set baseline permissions for all tables +2. **New Table Support**: Automatically apply permissions to new tables +3. **Bulk Permission Changes**: Update permissions across all tables with one rule +4. **Role Templates**: Create role templates that work out-of-the-box + +### Rule Management Best Practices + +1. **Start with Generic Rules**: Define broad permissions first +2. **Override Selectively**: Add specific rules only where needed +3. **Use Descriptive Names**: Make role labels clear and meaningful +4. **Test Incrementally**: Add rules one at a time and test +5. **Document Exceptions**: Keep track of why specific overrides exist + +## System Field Protection Examples + +### Example 1: User Attempts to Modify System Fields +```python +# User tries to update a record with system fields +user_data = { + "id": "new-id-123", # ❌ Blocked - system field + "name": "John Doe", # ✅ Allowed - user field + "_createdAt": 1640995200, # ❌ Blocked - system field + "_createdBy": "hacker-123", # ❌ Blocked - system field + "email": "john@example.com" # ✅ Allowed - user field +} + +# Database connector automatically filters out system fields +protected_data = db_connector.enforce_system_field_protection(user_data, "update") +# Result: {"name": "John Doe", "email": "john@example.com"} +``` + +### Example 2: Access Rules Cannot Override System Protection +```json +{ + "roleLabel": "admin", + "tableName": "UserInDB", + "fieldName": "id", + "read": "a", + "create": "a", // ❌ Ignored - system field protection + "update": "a", // ❌ Ignored - system field protection + "delete": "a" // ❌ Ignored - system field protection +} +``` + +### Example 3: System Fields in Read Operations +```python +# Read operations can access system fields +workflow = db_connector.getRecordsetWithRBAC(ChatWorkflow, user, {"id": "workflow-123"}) +# Result includes: {"id": "workflow-123", "_createdAt": 1640995200, "_createdBy": "user-456", ...} +``` + diff --git a/poweron/appdoc/User_Editable_Fields_Overview.md b/poweron/appdoc/User_Editable_Fields_Overview.md new file mode 100644 index 0000000..6950576 --- /dev/null +++ b/poweron/appdoc/User_Editable_Fields_Overview.md @@ -0,0 +1,298 @@ +# User Editable Fields Overview + +This document provides a comprehensive overview of all fields that users can edit across all Pydantic models in the PowerOn system, excluding protected system fields (id and fields starting with _). + +## Protected System Fields (Not Editable by Users) + +The following field types are automatically protected and cannot be modified by users: +- **ID Fields**: All `id` fields (primary keys) +- **System Fields**: All fields starting with `_` (underscore) +- **Read-Only Fields**: Fields marked with `frontend_readonly=True` + +## interfaceAppModel.py + +### Mandate +**Table**: `Mandate` +**Editable Fields**: +- `name` (text, required) - Name of the mandate +- `language` (select, required) - Default language (de, en, fr, it) +- `enabled` (checkbox, optional) - Whether mandate is enabled + +**Protected Fields**: `id` + +### UserConnection +**Table**: `UserConnection` +**Editable Fields**: +- `externalUsername` (text, optional) - Username in external system +- `externalEmail` (email, optional) - Email in external system +- `status` (select, optional) - Connection status (active, inactive, expired, pending) + +**Protected Fields**: `id`, `userId`, `authority`, `externalId`, `connectedAt`, `lastChecked`, `expiresAt`, `tokenStatus`, `tokenExpiresAt` + +### User +**Table**: `User` +**Editable Fields**: +- `username` (text, required) - Username for login +- `email` (email, required) - Email address +- `fullName` (text, optional) - Full name +- `language` (select, required) - Preferred language (de, en, fr, it) +- `enabled` (checkbox, optional) - Whether user is enabled +- `privilege` (select, required) - Permission level (user, admin, sysadmin) + +**Protected Fields**: `id`, `authenticationAuthority`, `mandateId` + +### UserInDB +**Table**: `UserInDB` (extends User) +**Editable Fields**: Same as User +**Additional Protected Fields**: `hashedPassword` + +### Token +**Table**: `Token` +**Editable Fields**: None (all fields are system-managed) + +**Protected Fields**: `id`, `userId`, `authority`, `connectionId`, `tokenAccess`, `tokenType`, `expiresAt`, `tokenRefresh`, `createdAt` + +### AuthEvent +**Table**: `AuthEvent` +**Editable Fields**: None (all fields are system-managed) + +**Protected Fields**: `id`, `userId`, `eventType`, `timestamp`, `ipAddress`, `userAgent`, `success`, `details` + +### SystemTable +**Table**: `SystemTable` +**Editable Fields**: None (all fields are system-managed) + +**Protected Fields**: `table_name`, `initial_id` + +## interfaceComponentModel.py + +### FileItem +**Table**: `FileItem` +**Editable Fields**: +- `fileName` (text, required) - Name of the file + +**Protected Fields**: `id`, `mandateId`, `mimeType`, `fileHash`, `fileSize`, `creationDate` + +### FilePreview +**Table**: `FilePreview` (transient model) +**Editable Fields**: None (all fields are computed/display-only) + +**Protected Fields**: `content`, `mimeType`, `fileName`, `isText`, `encoding`, `size` + +### FileData +**Table**: `FileData` +**Editable Fields**: None (all fields are system-managed) + +**Protected Fields**: `id`, `data`, `base64Encoded` + +### Prompt +**Table**: `Prompt` +**Editable Fields**: +- `content` (textarea, required) - Content of the prompt +- `name` (text, required) - Name of the prompt + +**Protected Fields**: `id`, `mandateId` + +## interfaceChatModel.py + +### ActionDocument +**Table**: `ActionDocument` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `documentName`, `documentData`, `mimeType` + +### ActionResult +**Table**: `ActionResult` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `success`, `error`, `documents`, `resultLabel` + +### UserInputRequest +**Table**: `UserInputRequest` (transient model) +**Editable Fields**: +- `prompt` (text, required) - Prompt for the user +- `listFileId` (list, optional) - List of file IDs +- `userLanguage` (text, optional) - User's preferred language + +**Protected Fields**: None + +### ContentMetadata +**Table**: `ContentMetadata` (transient model) +**Editable Fields**: None (all fields are system-computed) + +**Protected Fields**: `size`, `pages`, `error`, `width`, `height`, `colorMode`, `fps`, `durationSec`, `mimeType`, `base64Encoded` + +### ContentItem +**Table**: `ContentItem` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `label`, `data`, `metadata` + +### ChatDocument +**Table**: `ChatDocument` +**Editable Fields**: None (all fields are system-managed) + +**Protected Fields**: `id`, `messageId`, `fileId`, `fileName`, `fileSize`, `mimeType`, `roundNumber`, `taskNumber`, `actionNumber`, `actionId` + +### DocumentExchange +**Table**: `DocumentExchange` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `documentsLabel`, `documents` + +### ExtractedContent +**Table**: `ExtractedContent` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `id`, `contents` + +### TaskAction +**Table**: `TaskAction` +**Editable Fields**: +- `execParameters` (dict, optional) - Action parameters +- `userMessage` (text, optional) - User-friendly message + +**Protected Fields**: `id`, `execMethod`, `execAction`, `execResultLabel`, `expectedDocumentFormats`, `status`, `error`, `retryCount`, `retryMax`, `processingTime`, `timestamp`, `result`, `resultDocuments` + +### TaskResult +**Table**: `TaskResult` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `taskId`, `status`, `success`, `feedback`, `error` + +### TaskItem +**Table**: `TaskItem` +**Editable Fields**: +- `userInput` (text, required) - User input that triggered the task +- `rollbackOnFailure` (boolean, optional) - Whether to rollback on failure +- `dependencies` (list, optional) - List of task IDs this task depends on +- `feedback` (text, optional) - Task feedback message + +**Protected Fields**: `id`, `workflowId`, `status`, `error`, `startedAt`, `finishedAt`, `actionList`, `retryCount`, `retryMax`, `processingTime`, `resultLabels` + +### ChatStat +**Table**: `ChatStat` +**Editable Fields**: None (all fields are system-computed) + +**Protected Fields**: `id`, `workflowId`, `messageId`, `processingTime`, `tokenCount`, `bytesSent`, `bytesReceived`, `successRate`, `errorCount` + +### ChatLog +**Table**: `ChatLog` +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `id`, `workflowId`, `message`, `type`, `timestamp`, `status`, `progress`, `performance` + +### ChatMessage +**Table**: `ChatMessage` +**Editable Fields**: +- `message` (text, optional) - Message content +- `role` (text, required) - Role of the message sender +- `status` (text, required) - Status of the message (first, step, last) +- `success` (boolean, optional) - Whether message processing was successful + +**Protected Fields**: `id`, `workflowId`, `parentMessageId`, `documents`, `documentsLabel`, `sequenceNr`, `publishedAt`, `stats`, `actionId`, `actionMethod`, `actionName`, `roundNumber`, `taskNumber`, `actionNumber`, `taskProgress`, `actionProgress` + +### ChatWorkflow +**Table**: `ChatWorkflow` +**Editable Fields**: +- `status` (select, optional) - Current status (running, completed, stopped, error) +- `name` (text, required) - Name of the workflow + +**Protected Fields**: `id`, `mandateId`, `currentRound`, `currentTask`, `currentAction`, `totalTasks`, `totalActions`, `lastActivity`, `startedAt`, `logs`, `messages`, `stats`, `tasks` + +### TaskStep +**Table**: `TaskStep` (transient model) +**Editable Fields**: +- `objective` (text, required) - Task objective +- `dependencies` (list, optional) - List of dependencies +- `success_criteria` (list, optional) - List of success criteria +- `estimated_complexity` (text, optional) - Estimated complexity +- `userMessage` (text, optional) - User-friendly message + +**Protected Fields**: `id` + +### TaskHandover +**Table**: `TaskHandover` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `taskId`, `sourceTask`, `inputDocuments`, `outputDocuments`, `context`, `previousResults`, `improvements`, `workflowSummary`, `messageHistory`, `timestamp`, `handoverType` + +### TaskContext +**Table**: `TaskContext` (transient model) +**Editable Fields**: None (all fields are system-managed) + +**Protected Fields**: All fields are system-managed + +### ReviewContext +**Table**: `ReviewContext` (transient model) +**Editable Fields**: None (all fields are system-managed) + +**Protected Fields**: All fields are system-managed + +### ReviewResult +**Table**: `ReviewResult` (transient model) +**Editable Fields**: +- `userMessage` (text, optional) - User-friendly message + +**Protected Fields**: `status`, `reason`, `improvements`, `quality_score`, `missing_outputs`, `met_criteria`, `unmet_criteria`, `confidence` + +### TaskPlan +**Table**: `TaskPlan` (transient model) +**Editable Fields**: +- `overview` (text, required) - Plan overview +- `userMessage` (text, optional) - User-friendly message + +**Protected Fields**: `tasks` + +### WorkflowResult +**Table**: `WorkflowResult` (transient model) +**Editable Fields**: None (all fields are system-computed) + +**Protected Fields**: `status`, `completed_tasks`, `total_tasks`, `execution_time`, `final_results_count`, `error`, `phase` + +### AiResult +**Table**: `AiResult` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `filename`, `mimetype`, `content` + +### CentralizedAiResponse +**Table**: `CentralizedAiResponse` (transient model) +**Editable Fields**: None (all fields are system-generated) + +**Protected Fields**: `aiResults`, `success`, `error` + +## Summary by Table Type + +### Fully User-Editable Tables +- **Mandate**: 3 editable fields +- **User**: 6 editable fields +- **FileItem**: 1 editable field +- **Prompt**: 2 editable fields +- **ChatMessage**: 4 editable fields +- **ChatWorkflow**: 2 editable fields + +### Partially User-Editable Tables +- **UserConnection**: 3 editable fields (out of 11 total) +- **TaskAction**: 2 editable fields (out of 13 total) +- **TaskItem**: 4 editable fields (out of 12 total) + +### System-Managed Tables (No User Editable Fields) +- **Token**, **AuthEvent**, **SystemTable** +- **FilePreview**, **FileData**, **ContentMetadata**, **ContentItem** +- **ChatDocument**, **DocumentExchange**, **ExtractedContent** +- **TaskResult**, **ChatStat**, **ChatLog** +- **TaskHandover**, **TaskContext**, **ReviewContext** +- **WorkflowResult**, **AiResult**, **CentralizedAiResponse** + +### Transient/Display-Only Tables +- **ActionDocument**, **ActionResult**, **UserInputRequest** +- **TaskStep**, **ReviewResult**, **TaskPlan** + +## RBAC Implementation Notes + +When implementing the RBAC system, focus on the **Fully User-Editable Tables** and **Partially User-Editable Tables** as these are where users will need different permission levels for different operations. + +The **System-Managed Tables** should generally have read-only access for most users, with only system administrators having full access. + +The **Transient Tables** are typically used for data transfer and don't need persistent storage permissions. diff --git a/poweron/appdoc/polling_logic.md b/poweron/appdoc/polling_logic.md new file mode 100644 index 0000000..ce81f91 --- /dev/null +++ b/poweron/appdoc/polling_logic.md @@ -0,0 +1,236 @@ +# Workflow Polling Logic - Unified Timestamp-Based Selective Data Transfer + +## Overview + +This document describes the improved polling logic for workflow data that uses a unified timestamp-based approach for selective data transfer across all data types (messages, logs, stats). + +## Core Concept + +- **Use `_createdAt` timestamp** of last rendered **ITEM** (any type: message, log, stat) +- **Single unified endpoint** returns all data types in one chronological list +- **Each item identifies its type** (message, log, stat) +- **Chronological ordering** ensures consistent data delivery + +## Workflow States + +### 1. New Workflow +- `lastRenderedTimestamp = null` +- Backend returns **all data** in chronological order +- Data delivered as unified list with type indicators + +### 2. Next Round in Existing Workflow +- `lastRenderedTimestamp = _createdAt` of last rendered **ITEM** (message, log, or stat) +- Backend returns **only data after that timestamp** +- Data delivered as unified list in chronological order + +### 3. Loading Existing Workflow +- `lastRenderedTimestamp = null` (load all data) +- Backend returns **all data** in chronological order +- Data delivered as unified list with type indicators + +## API Design + +### Single Endpoint +``` +GET /workflows/{id}/chatData?afterTimestamp=1234567890 +``` + +### Response Format +```json +{ + "items": [ + { + "type": "message", + "createdAt": 1234567890.123, + "item": { + "id": "msg_123", + "workflowId": "wf_456", + "message": "Hello world", + "role": "user", + "status": "first", + "_createdAt": 1234567890.123, + // ... other message fields + } + }, + { + "type": "log", + "createdAt": 1234567890.456, + "item": { + "id": "log_789", + "workflowId": "wf_456", + "level": "INFO", + "message": "Workflow started", + "_createdAt": 1234567890.456, + // ... other log fields + } + }, + { + "type": "stat", + "createdAt": 1234567890.789, + "item": { + "id": "stat_101", + "workflowId": "wf_456", + "processingTime": 1500, + "tokenCount": 1000, + "_createdAt": 1234567890.789, + // ... other stat fields + } + } + ] +} +``` + +## Frontend Logic + +### Global Timestamp Tracking +- **Global variable `lastRenderedTimestamp`** tracks the `_createdAt` of the last rendered item +- **Updated with each rendered item** (message, log, stat) as it's displayed +- **Always ready** for the next polling call + +### Polling Logic +1. **Check if rendering is complete** (prevent race conditions) +2. **Use global `lastRenderedTimestamp`** variable +3. **Call unified endpoint** with that timestamp +4. **Process returned items** in chronological order +5. **Update `lastRenderedTimestamp`** as each item is rendered + +### Rendering Process +1. **Iterate through unified list** in chronological order +2. **Route each item** to appropriate handler based on `type` +3. **Update global `lastRenderedTimestamp`** after each item is rendered +4. **Trigger next polling** only when rendering is complete + +### Race Condition Prevention +- **Polling only starts** when previous rendering is complete +- **Global timestamp** ensures consistent state +- **No complex searching** for last rendered item needed + +## Backend Logic + + +## Benefits + +1. **✅ Single Timestamp** - One timestamp controls all data types +2. **✅ Chronological Order** - All items delivered in correct sequence +3. **✅ Unified Processing** - Single endpoint, single response format +4. **✅ Efficient Polling** - Only new data transferred +5. **✅ Type Safety** - Each item clearly identifies its type +6. **✅ Works for All Scenarios** - New, existing, and next round workflows + +## Implementation Steps + +### Phase 1: Backend Implementation +1. **Create unified endpoint** `/workflows/{id}/chatData` +2. **Implement database query** with UNION ALL +3. **Add timestamp filtering** for selective data transfer +4. **Ensure chronological ordering** by `_createdAt` + +### Phase 2: Frontend Implementation +1. **Create global `lastRenderedTimestamp` variable** +2. **Update polling logic** to use unified endpoint +3. **Implement unified response processing** +4. **Add timestamp tracking** to each renderer (message, log, stat) +5. **Add race condition prevention** (polling only when rendering complete) +6. **Remove complex filtering logic** + +### Phase 3: Testing & Cleanup +1. **Test all workflow scenarios** (new, existing, next round) +2. **Verify chronological ordering** +3. **Remove old separate endpoints** (optional) +4. **Update documentation** + +## Technical Details + +### Frontend Implementation Example + +```javascript +// Global timestamp tracking +let lastRenderedTimestamp = null; +let isRendering = false; + +// Polling function +async function pollWorkflowData(workflowId) { + // Prevent race conditions + if (isRendering) { + return; + } + + // Use global timestamp + const afterTimestamp = lastRenderedTimestamp; + + // Call unified endpoint + const response = await api.getWorkflowChatData(workflowId, afterTimestamp); + + // Process items in chronological order + isRendering = true; + for (const wrapper of response.items) { + await renderItem(wrapper); + lastRenderedTimestamp = wrapper.createdAt; + } + isRendering = false; + + // Trigger next polling + scheduleNextPoll(); +} + +// Render individual items +async function renderItem(wrapper) { + switch (wrapper.type) { + case 'message': + await renderMessage(wrapper.item); + break; + case 'log': + await renderLog(wrapper.item); + break; + case 'stat': + await renderStat(wrapper.item); + break; + } +} +``` + +### Timestamp Handling +- **Use `_createdAt`** as all database objects have this attribute +- **Unix timestamp format** (float) for precision +- **Null handling** for initial loads (load all data) + +### Error Handling +- **Invalid timestamps** → return all data +- **Missing workflow** → return empty list +- **Database errors** → return appropriate error response + +### Performance Considerations +- **Index on `_createdAt`** for efficient timestamp filtering +- **Limit result size** if needed (pagination) +- **Caching** for frequently accessed data + +## Migration Strategy + +### Backward Compatibility +- **Keep old endpoints** during transition +- **Gradual migration** of frontend code +- **Feature flag** to switch between old/new logic + +### Rollback Plan +- **Revert to separate endpoints** if issues arise +- **Maintain old polling logic** as fallback +- **Monitor performance** during transition + +## Future Enhancements + +### Potential Improvements +- **Real-time updates** via WebSocket +- **Delta updates** for large datasets +- **Compression** for large responses +- **Caching strategies** for better performance + +### Monitoring +- **Track polling frequency** +- **Monitor response times** +- **Log data transfer volumes** +- **Alert on errors** + +--- + +*Last updated: 2025-01-08* +*Version: 1.0* diff --git a/poweron/appdoc/poweron_partner_documentation.html b/poweron/appdoc/poweron_partner_documentation.html new file mode 100644 index 0000000..4072a4f --- /dev/null +++ b/poweron/appdoc/poweron_partner_documentation.html @@ -0,0 +1,904 @@ + + +
+ + +Version 1.0 | Stand: September 2025
+PowerOn ist eine intelligente Automatisierungsmaschine, die proaktiv arbeitet. Die Plattform verarbeitet komplexe Geschäftsprozesse automatisch und ermöglicht die Integration in beliebige Benutzeroberflächen.
+Automatische Auswahl des optimalen AI-Modells basierend auf Content-Größe, Priorität und Kosten-Limits. Integration von OpenAI GPT-4o, Anthropic Claude und weiteren Modellen.
+DSGVO-konforme Neutralisierung sensibler Daten vor der Übertragung an externe AI-Provider. Automatische Erkennung und Anonymisierung von E-Mails, Telefonnummern, Namen und Adressen.
+Sequenzielle Verarbeitung von 300+ Dateien durch das Agentensystem. Parallele Workflow-Ausführung mit intelligenter Ressourcenverwaltung.
+State Machine-basierte Workflow-Verwaltung mit Task Planning, Execution und Real-time Progress Tracking. Fehlerbehandlung und automatische Wiederherstellung.
+React UI, Voice Interfaces, Mobile Apps
+FastAPI, Authentication, Rate Limiting
+Task Management, State Machine
+Multi-Model Selection, Content Processing
+GDPR Compliance, Data Protection
+JSON Database, File Storage
+FastAPI-basierte REST API mit modularem Aufbau:
+Modulare UI-Architektur für verschiedene Anwendungsfälle:
+Zentrale AI-Verwaltung mit intelligenter Modellauswahl:
+DSGVO-konforme Datenneutralisierung:
+PowerOn wählt automatisch das optimale AI-Modell basierend auf:
+Der PowerOn Neutralisierer schützt sensible Unternehmensdaten:
+Komplexe Geschäftsprozesse werden automatisiert:
+Intelligente Dokumentenverarbeitung:
+Integration mit externen Services:
+Zentrale AI-Verwaltung mit einheitlicher Schnittstelle:
+// Zentrale AI Call Methode
+await interfaceAiCalls.callAi(
+ prompt="Analysiere das Dokument",
+ documents=[document1, document2],
+ options={
+ "process_type": "text",
+ "operation_type": "document_analysis",
+ "priority": "quality",
+ "compress_documents": true,
+ "max_cost": 0.05
+ }
+)
+ // JavaScript/TypeScript Integration
+const powerOnAPI = {
+ baseURL: 'https://poweron-instance.com/api',
+ headers: {
+ 'Authorization': 'Bearer YOUR_TOKEN',
+ 'Content-Type': 'application/json'
+ }
+};
+
+// Workflow starten
+async function startWorkflow(prompt, files = []) {
+ const response = await fetch(`${powerOnAPI.baseURL}/workflows/start`, {
+ method: 'POST',
+ headers: powerOnAPI.headers,
+ body: JSON.stringify({
+ prompt: prompt,
+ listFileId: files,
+ userLanguage: 'de'
+ })
+ });
+ return await response.json();
+}
+
+// Workflow Status abrufen
+async function getWorkflowStatus(workflowId) {
+ const response = await fetch(`${powerOnAPI.baseURL}/workflows/${workflowId}/status`, {
+ headers: powerOnAPI.headers
+ });
+ return await response.json();
+}
+ PowerOn unterstützt Webhooks für Echtzeit-Benachrichtigungen:
+PowerOn ist speziell für Voice-Integrationen optimiert und bietet nahtlose Sprachschnittstellen für Partner und Integratoren.
+ +Sprachbefehle werden direkt in PowerOn Workflows umgewandelt:
+Echtzeit-Verarbeitung von Sprachdaten:
+Intelligente Sprachausgabe für Workflow-Ergebnisse:
+Unterstützte Technologien:
+// Voice Integration Endpoints
+POST /api/voice/process-audio
+{
+ "audioData": "base64_encoded_audio",
+ "format": "wav|mp3|ogg",
+ "language": "de|en|fr|it",
+ "workflowId": "optional_workflow_id"
+}
+
+// Response
+{
+ "workflowId": "generated_workflow_id",
+ "transcription": "Transkribierter Text",
+ "intent": "workflow_command",
+ "status": "processing|completed|error"
+}
+
+// Voice Response Generation
+POST /api/voice/generate-response
+{
+ "text": "Zu sprechender Text",
+ "voice": "de-DE|en-US|fr-FR",
+ "format": "wav|mp3"
+}
+ Sprachbefehl: "Schreibe eine E-Mail an Max Mustermann über das Projekt"
+PowerOn Aktion: Workflow startet, analysiert Kontext, generiert E-Mail, sendet via Outlook
+Sprachbefehl: "Fasse das Meeting von heute zusammen"
+PowerOn Aktion: Lädt Meeting-Daten, analysiert mit AI, generiert Zusammenfassung, spricht vor
+Sprachbefehl: "Analysiere die Verträge im SharePoint"
+PowerOn Aktion: Verbindet zu SharePoint, lädt Dokumente, neutralisiert Daten, analysiert mit AI
+Sprachbefehl: "Stoppe den aktuellen Workflow"
+PowerOn Aktion: Erkennt Workflow-Intent, stoppt laufende Prozesse, bestätigt per Voice
+PowerOn neutralisiert automatisch sensible Daten vor der Übertragung an externe AI-Provider:
+// Voice Command: "Schreibe eine Follow-up E-Mail für das Projekt Alpha"
+{
+ "prompt": "Schreibe eine Follow-up E-Mail für das Projekt Alpha",
+ "documents": ["project_alpha_document.pdf"],
+ "workflowType": "email_composition"
+}
+
+// PowerOn Workflow:
+// 1. Lädt Projekt-Dokument
+// 2. Neutralisiert sensible Daten
+// 3. Analysiert mit Claude AI
+// 4. Generiert professionelle E-Mail
+// 5. Sendet via Outlook Integration
+// 6. Bestätigt Versand per Voice Response
+ // Voice Command: "Fasse das Meeting von heute zusammen"
+{
+ "prompt": "Fasse das Meeting von heute zusammen",
+ "documents": ["meeting_notes.docx", "presentation.pdf"],
+ "workflowType": "meeting_summary"
+}
+
+// PowerOn Workflow:
+// 1. Lädt Meeting-Materialien
+// 2. Extrahiert relevante Informationen
+// 3. Neutralisiert persönliche Daten
+// 4. Generiert strukturierte Zusammenfassung
+// 5. Erstellt Action Items
+// 6. Speichert in SharePoint
+// 7. Sendet an Teilnehmer
+ // Voice Command: "Analysiere alle Verträge im SharePoint"
+{
+ "prompt": "Analysiere alle Verträge im SharePoint",
+ "connection": "sharepoint_connection",
+ "workflowType": "document_analysis"
+}
+
+// PowerOn Workflow:
+// 1. Verbindet zu SharePoint
+// 2. Lädt alle Verträge (300+ Dateien)
+// 3. Neutralisiert sensible Daten
+// 4. Analysiert mit Multi-Model AI
+// 5. Erstellt Vergleichsmatrix
+// 6. Generiert Executive Summary
+// 7. Speichert Ergebnisse
+ // JavaScript Voice Integration
+class PowerOnVoiceAssistant {
+ constructor(apiKey) {
+ this.apiKey = apiKey;
+ this.recognition = new webkitSpeechRecognition();
+ this.setupVoiceRecognition();
+ }
+
+ setupVoiceRecognition() {
+ this.recognition.continuous = true;
+ this.recognition.interimResults = true;
+ this.recognition.lang = 'de-DE';
+
+ this.recognition.onresult = (event) => {
+ const transcript = event.results[event.results.length - 1][0].transcript;
+ this.processVoiceCommand(transcript);
+ };
+ }
+
+ async processVoiceCommand(command) {
+ try {
+ const response = await fetch('/api/voice/process-audio', {
+ method: 'POST',
+ headers: {
+ 'Authorization': `Bearer ${this.apiKey}`,
+ 'Content-Type': 'application/json'
+ },
+ body: JSON.stringify({
+ audioData: command,
+ language: 'de',
+ format: 'text'
+ })
+ });
+
+ const result = await response.json();
+ this.speakResponse(result.response);
+ } catch (error) {
+ console.error('Voice processing error:', error);
+ }
+ }
+
+ speakResponse(text) {
+ const utterance = new SpeechSynthesisUtterance(text);
+ utterance.lang = 'de-DE';
+ speechSynthesis.speak(utterance);
+ }
+}
+