Modernization of multichannel customer fulfillment in a global retailer.


The customer, one of the largest furniture retailers in the world, is continuously developing their multichannel customer fulfillment and with the expansion of online orders to include in-store as well as central fulfillment. As part of this expansion a new management team and new ways of working were set up to ease the collaboration between different countries, business units and legal entities.

The management team was tasked with creating a roadmap for the rollout of the new fulfillment backbone and its connecting dependencies, essentially taking over and modernizing an already running program where the different stakeholders were not aware of their dependencies to each other.

GESHDO was brought in to build what started out as a way of managing the office capacity during the pandemic to limit the amount of co-current co-workers in the same office. By iterating fast and deliver new features, the tool evolved to be the centre of the way to manage office moving forward.

We were asked with being part of this management team with the intention of acting as a bridge between all stakeholders. Within a couple of months, we were able to create a clear view of how the different initiatives were connected and needed to be deployed and structured to ensure that the global rollout could follow the timeline. This was made possible by working across different organizations and business units with the full mandate of the senior management team at the customer.

The technical know-how we could provide was also used as a way to validate existing plans, architectures and implementations.


We have identified three main point that contributed to the project success.

Deep Dive

To be able to fully understand the problem we focused on understanding the political as well as technological landscape within the customer. Our technical expertise was key to be able to understand the interconnectivity between the customers.


Goal oriented

We focused on the task at hand and by navigating around the political landscape and not getting caught up in charged topics we were able to quickly gain information and create results.


Wide range of skills

The fact that we could discuss strategic solutions with the management team and then also discuss technical implementations with the development teams meant that we could act as a bridge both when it came to translating needs, but we were also able to evaluate the sanity level of the technical solutions for the management team.


We saw five key areas where we excelled and delivered great value.


Created a clear dependency mapping between components and stakeholders.


Initiated the change where stakeholders started collaborating based on dependencies and rollout schedules.


We are part of the creation of multiple initiatives that would span across country and organizational borders based on a common goal and mutual trust.


Many of the technical solutions that had to be replaced or modernized were evaluated by us and due to our understanding of the end-to-end flow we were able to validate the solutions presented by the architects and developers.


With set goals and clear boundaries, we could hand over our work to the new managers within the organization when the goals had been achieved. This allowed for a clear chain of command while we could operate with autonomy and clarity.