Outstanding
Raise the bar
Constantly raising the bar, we keep challenging ourselves to be curious and to think outside of the box. We can’t help it – that’s how we’re built. We want to learn from the best. Therefore, we work with reputable institutions such as Harvard, IMD Business School, and Singularity University. We regularly invite world-class speakers over to inspire us and share their knowledge. Heidi Gartner from Harvard and Susan Goldsworthy from IMD Business School, teach us about smart collaboration and secure base leadership, while Peter Meyers shows us how to be inspirational speakers.
We want to create frictionless customer experiences. Everything starts with fathoming the customer’s gains and pains. This allows us to create maximum customer value. Always keeping the end customer’s interest in mind. This means we decline assignments that don’t create value for the end customer.
Contributing to individuals' well-being
Realizing breakthroughs that contribute to individuals’ well-being: what does this mean in practice? Well, we boldly aim to cut pension administration costs in half. We implement frictionless yet thorough mortgage application processes. We enable better patient care. How? Here are a few of this year’s projects we are particularly proud of.
Horeca & Catering
Ensuring Covid-19 patient care
In early 2020, Covid-19 shook the world. Lockdowns became the new normal, and all of a sudden, adequate patient care was no longer a given. In March and April, the ICUs in the Netherlands were overcrowded with Covid-19 patients. Patients were spread across the Netherlands, and there was a pressing need to coordinate this centrally — which ultimately resulted in the establishment of the Landelijk Coordinatiecentrum Patienten Spreiding (national coordination center for patient distribution), or LCPS. IG&H is proud to have been part of this initiative from the very start.
Delio Goncalves
Head of Competence Centers, Platform Services
When did you join the LCPS project?
When Portugal went into lockdown due to Covid-19, my co-workers and I were sent home. One week into the lockdown, I got an urgent evening call. It was my co-worker Erik Teichert, who is part of the Health Team, asking if we could support the Covid-19 taskforce in the Netherlands on the LCPS project. They needed a tool that could give them real-time insight into hospitals’ capacity for Covid-19 patient care in the Netherlands — the next day.
Delivering a tool the next day sounds impossible. How did you pull it off?
It is very difficult to build something in two to three hours. In fact, it’s virtually impossible unless you have the right team. So, the first thing I did was call co-workers I knew could do it. It was past midnight by then, but everyone I talked to wanted to help: they all went straight to their computers. We spent all night building a tool that could be used to manage patient care the next day. When morning broke, we had developed a map that provided an overview of the situation as well as each hospital’s available capacity. It was a very simple tool, but it helped out the task force right away. The team had worked on it with a lot of love and care, and their efforts were reflected in the lines of code.
What did the project look like after this initial stage, and what was your role in it?
The LCPS managed all patient transportation between hospitals, and things got increasingly complex and time-consuming. So, the LCPS asked if we could build an app to manage this operation. My role in the project was to lead the team of developers. After the tool was launched, we developed a similar tool for the distribution of Covid-19 care materials, such as ventilators and pumps.
What was it like to collaborate on this project?
We worked closely with everyone at the LCPS — not just IG&H co-workers. Every person involved rolled up their sleeves and contributed their bit. There were constant changes, we exchanged feedback fast, and there was a real sense of trust. It was a great collaboration — no politics, just genuine teamwork. It was like we had worked together for the past ten years. When there’s mutual trust and respect, and all stakeholders treat each other as equals, you get great results. We gave the team a lot of responsibility: we didn’t control or check everything they did. There was no micro-managing. I believe that as a manager, I’m here to add value, give direction, provide support, and help out if there are any problems. The team knew that if they made a mistake, they could call me, and we would solve it together.