CASE STUDY / PROGRAMME
For a small business, the best solution is the one that can actually enter daily work.
THE PROJECT, EXPLAINED
OPERATING ROADMAP
The priority is not to introduce more tools, but to remove the friction that slows work and fragments information.
Data and automation are therefore ordered by impact and maturity, separating initiatives that can start now from evolutions that require more stable processes.
Micro and small businesses start from different processes, skills and technology foundations. Technology creates value when it solves a recognisable problem, can be adopted by people and remains sustainable after the project.
Repetitive activities, documents, collaboration, data and relationships with customers and suppliers became requirements and priorities compatible with limited resources. Cloud tools, workflows, integrations and AI-assisted capabilities are assessed against the company’s maturity.
The journey does not assume one maturity level. Some businesses may need to organise documents and collaboration; others may need to integrate applications, introduce cloud tools or assess automation. The assessment makes activities, available skills, dependencies and maintenance capacity visible. This foundation produces a proportionate sequence of initiatives, with criteria for validating adoption and usefulness before expanding scope.
In the programme launched in 2019, vouchers and digitalisation measures acted as levers for investments aligned with business processes and the company’s capacity to adopt them over time. Project360 supported solution selection, project definition and applications, connecting programme requirements with the operating journey.
Project360 supported solution identification, project definition and access to vouchers and digitalisation measures. The consulting work connects feasibility, requirements, suppliers and alignment with the incentive scheme.
Funding becomes an adoption lever when it supports an understandable change connected to processes rather than an isolated technology purchase.
The transferable value is also organisational: a small business can build its own decision-making capability by documenting processes and criteria instead of depending entirely on one supplier. This makes it easier to change tools, add an integration or reopen the project when markets, people and funding opportunities change.
The programme involved around twenty microbusinesses, connecting operating needs, digital tools and MISE and chamber vouchers. Non-repayable grants totalled €100,000 across the supported projects, with individual interventions sized to each business’s needs.
FROM PROJECT TO INDUSTRY
Explore the complete portfolioWe start from context, dependencies and the decisions needed to build a credible path.
Let’s talk