Thanks for joining us today. Thanks for having me here. All right. So tell us a little bit about Deutsche Telekom. Yeah, I gladly do. I mean, Jeff made an early introduction yesterday. Deutsche Telekom is the world's largest telecommunications provider. We are serving more than 250 million customers in fixed line and mobile business and make about €110 billion revenue each year. But that is not really our mission.
As Jeff said yesterday, we want to bring love to our customers and make customers to fans. We believe that this is only possible if we become the leading digital telco. As one of the essences, we believe that this is a platform business, platforms to scale, to provide a digital service, and that does not only apply to our customers but we want also to bring love to our employees. And here Pega kicks in because we use Pega in the project HRcules to provide a digital service for all the HR services that we got. Me personally, I'm taking care of IT and process governance for all our finance and HR systems. And that is why I gladly elaborate on how we are transforming 800 HR processes with Pega, and how Blueprint is going to help us here. So that's a lot of processes and a lot of employees. But I know there are additional complexities because I believe you Germans like didn't work at all last month. But in the US we had to pretty much work every day.
Yeah, I mean, May is amazing in Germany because there are a lot of holidays, so there's literally not a full week of work in any of those. So I definitely didn't want to trade. But I think that also beautifully describes the complexity we are facing in HR. Not only that we have a bunch of processes that we need to realize and transform, but also in our more than 25 countries where we are active, we face different local legislations that bring on top additional complexity. And the thing is, as it's Legal, it always needs to be very precise. Not a lot of room to maneuver. And that is something where Pega manages with its Center-out technology the orchestration of different systems that interact and bring a digital experience to our employees. Yeah. And as you mentioned, you have 800 to deal with.
So that seems ambitious. And I'm going to go out on the limb and say you're using Blueprint to do that. Yeah. Thanks for mentioning that. From my personal perspective, the biggest bottleneck in the digital transformation is to have business people being capable to talk IT. So elaboration takes a lot of misunderstandings, a lot of stuff that needs to be fixed. Because let's be honest, they come from two different worlds. And that was a point where I was curious because Fred Cuny from Pega reached out to me and said, we have something in place called Blueprint. We would like to pitch to you.
And he did that with the invoice approval process and my feedback was like... Come on, guys. That's kindergarten, because invoice approval is an easy process. It's well defined. There are so many standard systems in the market presenting that. If your AI cannot deliver that, that would be way to go. But he responded and picked up the challenge and said, okay, go with any process you like in any language you like, and we see where it takes us. So I said, okay, let's do something for grown ups. And we did "Beitragsabführung-Beihilfeablöseversicherung".
Gesundheit. It's actually a German word. And I think it beautifully describes our understanding of administration and efficient processing. The point is, for sure, Blueprint did not get this right. And that was also what the challenge was designed to. Because how more specific can it be? "Beitragsabführung-Beihilfeablöseversicherung" is a service that is a health insurance service for civil servants. So not only we took a word that is even for Germany very, very specific, very Legal terms. We took a niche process and we challenged it to where it would go.
And I would say it's fairly 80% right, and that is an amazing job for a year of work. I really need to say that, and it's a good starting point to get the discussion going. Yeah. Even for something that specific and that complex and something I can't pronounce, you are able to get it pretty close and really speed that up as a great starting point. So that was the point where we said 800 processes at full scope. We are done with the first 500, so 300 to go. And we said we are looking desperately for acceleration to be faster to progress. And that is where we saw that Blueprint provides certain quick wins for us as of today. So what are some of those quick wins and benefits that you're seeing right now?
So the first one I would like to mention is to speak a common language. It's tough for business to formulate their experience, the expertise, the stuff they are really good at in terms that IT is capable to understand it right in the first way. So that is really slowing us down. If we look into an implementation path from elaboration to go live, I would say it's a 50:50 workload spread between those. And with Pega Blueprint business has the chance to describe processes in their own words, with their terms, with what is meaningful to them. And the beauty of Pega Blueprint is that it adds on top things business tends to forget, like the unhappy path, like what happens when we cancel, where is a loop if there is anything forgotten so that we just not define the perfect world. And even if we would just use Blueprint as like a checklist to run through the cornerstones of a project. That provides a structure that translates into speed. And the last thing I want to mention, I don't know who of you ever heard the term: I thought that would be different or that would look different when doing an IT implementation.
With the preview function of Blueprint, we have a clear idea on what we can expect and that reduces double work in implementation and brings us closer to going live. Right. So again, you can speak the same language, collaborate, speed up, which is going to help you with that huge scope that you talked about and the legacy systems. Absolutely. And I think we all can agree that when we look onto a number of 800 processes, not every process is equally important. So I'm a bit hesitant to use Pega Blueprint now for stuff that is material to our employees, that is important for them. Let's talk for example, salary. I wouldn't like Blueprint to design our payroll and to make sure that every month I get my cash right. So that is something where it's a bit to go, I would say.
But on the other hand we are facing on our backlog round about 250 processes of low impact. Low impact means also they're executed less than 150 times a year. So less than three times a week for an organization more than 100,000 people large. There is literally nothing to win in those processes. Not when it comes to efficiency, not when it comes to customer delight. So every Euro spent is one too much from my perspective. But the point is, when talking about digital transformation and going from a legacy system to a new digital platform, you need to empty the old platform, you need to either stop doing or migrate the stuff that you need, and that is where the value comes in. Because for those processes it says good is good enough. And by emptying those, we are able to pull the plug on the legacy system, because those benefits just materialize when you're done with your full program.
And by that free up multi millions of Euro, which we are currently spending in application operation and application management. So you have a little bit to do. Sounds like a really complicated mission and I'm glad that you're finding uses for Blueprint today. And obviously there's more to come. But when do you need to be done? Yeah. Good point. So the project HRcules needs to be done by the end of 2025. That's the reason why we call it mission "2 Zero 2 Five", whatever it takes.
Because if you can do the math, we started in 2018 implementing a platform, connecting all the back end systems and up to today implemented 500 processes. So six years, 500 processes. We are in June, so 18 months for remaining 300. We are desperately looking for speed and that is something I really appreciate in teaming up with Pega, because we expressed our concern and our business challenge, and you guys made it your challenge as well, and strong collaboration and partnership just across the whole last year. And I really look forward for this. And mentioning Alan specifically, last year at this point he promised to double developer productivity. Seems like you delivered on that one. But on top I also see that Blueprint significantly increases productivity on the business side in IT projects. Yeah.
And we really appreciate your partnership as well, Daniel, because we've learned a lot from working closely with you and made changes based on that so we appreciate that. And speaking of, what else can Blueprint do for you? I would mention two points. So first of all, it's an impressive job as of what you did throughout the last year. But there is a bit of way to go on integrating existing blueprints into existing ecosystems like enterprise class structures, reusable items. That's still stuff that needs some manual work. So I would love to see that automated. And the other thing is that Blueprint is currently designed to work at design time. So when we are creating a process, I would love to see what it can do when I use it in run time and helps me continuously optimizing our processes.
