In particular, LRWA has experience with the use of dashboards for HR-procurement processes. When deploying dashboards or customer-specific scorecards, figures should match the strategy or success factors, in areas such as efficiency, quality improvement, and risk or cost reduction.

Regarding cost reduction, one can think of benchmark information, insight into the extremes / outliers, no doubling of hiring costs, and control of suppliers. Quality improvement can be achieved by, for example, showing KPIs of HR and Purchasing in one overview, thus providing insight into processes from recruitment to invoicing.

By combining Big Data with, i.e. benchmark data and own research, an image of the current situation can be sketched in a short time. This is then compared with the desired situation from, for example, the business plan. In this way, risks and any gaps in capacity or competencies become clear.


Digital skills play an important role in every position, and are the distinctive success factor for an organisation. LRWA supports organisations and professionals in a personal way. With digital skills a distinction is made between the skills of developers of IT products and services, of those who implement the technology within an organisation, of the end users within an organisation and of the citizen or consumer.

Every target group requires different skills. For the developers and those responsible for implementation, an objective IT assessment can be a starting point based on the e-CF Framework.

The e-CF can also form a bridge to define profiles for new roles. The training plan, which is necessary for the implementation of a new technology, can also be drawn up quickly by using e-CF.


Strassmann states as early as 2002 that the human factor is the most important in determining whether a business case will be successful. The "people/process component" weighs at least as heavy as the technology component, but must in any case be in balance with that.

This model is designed by analogy with Maslow's pyramid of needs. The practice of business cases has shown that a need cannot be met if the underlying need(s) are not met.