KWS needed to accelerate its digital customer strategy to keep pace with changing grower expectations, data-driven agronomy, and increasingly digital B2B procurement. A cohesive roadmap was required to align platforms, organization, and emerging AI capabilities.
Vivaldi supported KWS across digital transformation, technology enablement, customer journey mapping, AI strategy, business design, platform strategy, and organizational alignment. The work connected near-term digital improvements to a longer-term platform and AI vision.
The engagement gave KWS a clearer digital direction that linked customer experience, platform strategy, and AI capability. The roadmap established foundations for more integrated customer engagement across KWS's global agricultural markets.
KWS engaged Vivaldi to accelerate its digital customer strategy as grower expectations, data-driven agronomy, and B2B procurement all shifted toward digital. Vivaldi supported KWS across digital transformation, technology enablement, customer journey mapping, AI strategy, business design, platform strategy, and organizational alignment, connecting near-term digital improvements to a longer-term platform and AI vision for KWS’s global agricultural markets.
KWS SAAT is a leading global seed producer based in Einbeck, Germany. With operations in more than 70 countries, KWS supports farmers with genetics and seed for major field crops and is one of the most established names in agricultural breeding.
Vivaldi gave KWS a digital direction that linked customer experience, platform strategy, and AI capability into a single roadmap rather than running each as a separate workstream. The engagement established foundations for more integrated customer engagement across KWS’s global agricultural markets and connected near-term improvements to a multi-year platform and AI vision.
The work mapped where AI and platform capability could change the economics of grower decision support, agronomic data flow, and channel partner enablement, rather than starting from a generic transformation framework. Platform value in agriculture sits at the intersection of seed genetics, field data, and channel relationships, so the AI strategy had to be built where those three meet rather than as a horizontal capability.
Growers increasingly buy through digital channels and rely on agronomic data services to make seed decisions, and the value of a seed brand is being mediated by digital platforms whether the seed company owns one or not. Companies that wait to build their own platform thinking concede the customer relationship to whichever platform aggregates the data, which is a one-way trip in agricultural B2B.
The transferable lesson is that customer journey mapping, platform strategy, and AI strategy have to be sequenced together rather than commissioned as separate projects, because each one constrains the others’ design choices. Companies that build the customer journey, then commission platform and AI as follow-on projects tend to end up with three documents that contradict each other.
