Impact

Enterprise transformation at scale

Challenge

Eleven companies, around 370 stores, 220 fuel stations and four logistics platforms were operating with scattered technology priorities and no shared model for deciding between them.

Result

Multi-year roadmaps, portfolio governance and shared architecture principles now steer investment, with regular executive reporting on progress, risk and realised benefit.

Data, AI and intelligent automation

Challenge

Appetite for artificial intelligence was growing faster than the ability to govern it, prioritise it and take it safely into production.

Result

Data and AI foundations — data governance, responsible AI principles, use-case prioritisation and an AI Factory — with a Generative AI adoption model combining security policy, controlled licensing and change management.

Phygital and omnichannel convergence

Challenge

Integrating AKI and Leroy Merlin meant converging two information systems, two support models and two store networks into a single architecture.

Result

Systems converged onto the ADEO architecture, omnichannel applications across the combined network, and the leroymerlin.pt platform integrated and running, led through a 38-person technology organisation.

Enterprise mobility and ways of working

Challenge

Store teams worked away from the systems they depended on, with information reaching the point of decision too late to be useful.

Result

A smartphone and internal application programme adopted by every employee. It received the APED 2013 Innovation Award and was replicated by other ADEO business units.

Case study→(opens in a new window)

Operational excellence and adoption

Challenge

Processes accumulated over years were consuming time across retail, supply chain, logistics, HR, finance and customer operations.

Result

A 30% increase in operational productivity, delivered through process simplification, automation and innovation across those areas, with adoption tracked and benefit measured.