We are already well advanced in the integration of our acquisitions, although there is still significant scope to unlock further value in the future.
We are intensely focused on our defined plan of how each acquisition fits into our long-term goals. While that is not necessarily simple to execute and completing so many acquisitions naturally brings some complexity into any organisation in the short term, we are confident in our ambitions and committed to complete the transformation into one Enreach. That is achieved through a planned integration strategy.
For example, in Spain, Enreach originally acquired cloud contact centre specialist masvoz in 2019, simultaneously expanding the group’s presence to that market. Their contact centre technology is now closely integrated into our portfolio and our newly launched contact centre channels in the Netherlands and Germany show exciting progress. Our unified Enreach Contact solution is also successfully launched in the Spanish market.
Working closely with the local team we also acquired Spanish MVNO Telsome last year, to enable our full scope of integrated mobile services to be offered to customers. Both brands will together become Enreach in the next few months. Of course, integrating these acquisitions involves a lot of intense effort. There is a saying that the hard work starts after you close an acquisition, and in a lot of ways this is true. I rely heavily on the internal buy-in and efforts from my fellow Enreachers to make sure we all feel part of this growing community and effectively address the challenges along the way. This ultimately translates into our main priority which is to look after our customers and partners and ensure they reap the benefits of our growth.
The self-organisation philosophy we use at Enreach (Holacracy) is also a great advantage when it comes to integrating companies. As a truly agile organisation structure it allows us to quickly provide role clarity and transparency into our business for new joiners.
Enreach has a dedicated integrations unit who work closely with my team. Over the past few years we have smoothed the wheels so that from day one it is evident what is required for an acquired company to become a genuine part of Enreach.
We have a comprehensive set of processes, priority actions and immediate success factors to ensure that new additions start on the right foot.
Beyond this, we have already completed the rebranding of most acquisitions to Enreach which contributes to creating one, cohesive entity, both internally and externally. Applying the Enreach brand is not just a visual design exercise and naming conventions: it also reinforces our core values, helping to create and emphasise the group’s personality across different markets.
With Enreach focused on being a leader in Europe, maintaining a local presence is still essential through our offices, local language support, market experience and expertise. We then add to those ingredients the benefits of Enreach’s scale to innovate and roll out our unified products across different regions, to directly benefit both customers and partners. Our unified technology platform and OSS/BSS is now live in the majority of our markets and the remainder will follow this year.
It is also worth noting that there is a rich pool of innovative technology talent in Europe these days, giving organisations like ours access to some of the brightest brains and most innovative thinkers in the business. The market is also consolidating, with IT and communications also coming closer together; we knew that would happen and planned accordingly. There are some very interesting companies out there doing great things and it is an exciting time to be in this fastchanging industry. As well as bringing the existing group closer together we look forward to extending the Enreach family even further across 2022 and beyond.