CIO INSIGHT - CIO EXECUTIVE FORUM MAGAZINE by twoHundred

INSIGHT CIO Executive Forum

Benefitting from collaborations with innovative start-ups

CLAUS THOMSEN

INSIGHT

SELECTED SPEAKERS FOR THE NORDIC CIO EXECUTIVE FORUMS Christian Lyngaae Saugman

Morten Holm Christiansen

CIO Denmark & Northern Europe at ISS Facility Services

CIO & CTO at Coop Danmark CIO EF DK, October 3rd 2019

CIO EF DK, October 3rd 2019

Claus Thomsen VP & CIO at Lundbeck CIO EF DK, October 3rd 2019

Anne Nørklit Lønborg SVP & CIO, Business IT & Digitalisation at Tryg CIO EF DK, October 3rd 2019

Thomas Angelius

Mads Madsbjerg

CIO EF DK, October 3rd 2019

Head of Group IT at Rambøll

SVP & Group CIO

INSIGHT

Kristin Helen Andersen

VP, IT at G2 Ocean (Gearbulk/ Grieg Star)

Torbjørn Lussand VP, IT at Odfjell CIO EF NO, October 15th 2019

CIO EF NO, October 15th 2019

Elling Rishoff CIO at DNV GL

CIO EF NO, October 15th 2019

Hassan Skøien

Group IT Director at Skretting CIO EF NO, October 15th 2019

Simen Lund

CIO at Yara International CIO EF NO, October 15th 2019

Thanks to our

PARTNERS Unlock endless possibilities

IFS develops and delivers enterprise software (ERP, EAM,

A culture of innovation has propelled Oracle since its

FSM) for customers around the world who manufacture

inception. Today, thanks to exceptional people, we lead

and distribute goods, build and maintain assets, and

the market in autonomous, cloud, and applications

manage service-focused operations. The industry

technologies.

expertise of our people and solutions, together with a commitment to delivering value to every one of our

What Is Oracle Autonomous Database?

customers, has made IFS a recognized leader and the most recommended supplier in our sector. Our mission

Oracle redefines data management with the world’s first

is to partner with customers to realize their competitive

autonomous database. Autonomous Database eliminates

advantage and their opportunities for new business

complexity, human error, and manual management,

models and processes - now, and into the future . We

helping to ensure higher reliability, security, and more

focus on the customer’s business to leverage the right

operational efficiency at the lowest cost.

enterprise solution and use our in-depth industry expertise

Self-Driving - Self-Securing - Self-Repairing

to support businesses that want to work in a smarter way. Read more on IFS.com.

Allgeier Enterprise Services and Nagarro Software are two sister companies who can accelerate your digital

As the Experience Company powered by the Intelligent

transformation.

Enterprise, SAP is the market leader in enterprise

Allgeier is a full-service provider of solutions based on SAP

application software, helping companies of all sizes

technologies.  Our portfolio includes all services ranging

and in all industries run at their best: 77% of the

from strategy and process consulting to implementation

world’s transaction revenue touches an SAP® system.

and operation of complex SAP solutions.

Our machine learning, Internet of Things (IoT), and

Nagarro are technologists. We help you reach your goals

advanced analytics technologies help turn customers’

by providing Agile IT services and Next-Gen software

businesses into intelligent enterprises. SAP helps give

solutions. We partner with you to execute your strategic

people and organizations deep business insight and

projects fast and without fuss. We help you become an

fosters collaboration that helps them stay ahead of their

agile and intelligent organization.

competition. We simplify technology for companies so

Together Allgeier and Nagarro is a more than 10.000 tech-

they can consume our software the way they want –

people strong partner for you.

without disruption. Our end-to-end suite of applications and services enables more than 437,000 business and public customers to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, SAP

ServiceNow (NYSE: NOW) is the fastest-growing enterprise

helps the world run better and improve people’s lives. For

cloud software company in the world above $1 billion.

more information, visit www.sap.com.

Founded in 2004 with the goal of making work easier for people, ServiceNow is making the world of work, work better for people. Our cloud-based platform and solutions deliver digital workflows that create great experiences and unlock productivity to approximately 5,400 enterprise customers worldwide, including almost 75% of the Fortune 500. For more information, visit www.servicenow.com.

A Platform for the Future of Work

HOW WE THINK AND WORK

Citrix is a digital workspace platform that gives employees

When we founded Implement, our dream was to help people

everything they need to be productive in one unified

and organisations succeed with their most important change

experience while arming IT with the visibility, simplicity,

initiatives. It was a simple dream of moving something

and security needed to enable and control it all.

forward, to improve and create impact. To turn ambitions into

Since 1989, Citrix has made it easier for people to access

reality. This will probably never change.

the applications and content they need to do their very

Today, after more than 20 years, we still aspire to be catalysts

best work – wherever and whenever work needs to get

of real change and transformation, with an ambition of leaving

done. Today, more than 100 million users across 400,000

every organisation that we touch, at a truly better place - more

organizations – including 99% of the Fortune 500 – trust

fit for humans and more fit for the future. Empowering every

Citrix to power a better way to work.

human and organisation to achieve more.

We deliver: digital workspace, networking and security,

This foundation and ambition has implications. It’s not

and analytics technologies to help you.

enough to point to a solution, to deliver a strategy and a plan for how to get there. In any encounter, we try to engage in a

Empower your workforce to increase productivity and

way that leverages the wisdom of the crowd and makes the

improve the employee experience.

organisation own the change for real. Interacting in a way

Give your people a streamlined experience—powered by

that engages the hearts and minds, that makes the change-

automation and personalized insights—that guides and

makers shine and grow in the process, so that we co-create

enables them to work smarter.

sustainable impact fast.

Simplify your IT landscape with flexibility and choice. Bridge disparate technology ecosystems to give IT the

Real Mastery

ability to reliably manage, deliver, and secure any app on

Real Mastery holds a celebration of “nerdery”. When you

any device, network, or hybrid-multi-cloud environment.

engage with consultants, you buy expertise. Someone who

Protect your future of work with an integrated approach

has a deep know-ledge about the field in question, who

to security.

knows what good looks like and who can re-imagine new

Centralize security policies and processes while ensuring

solutions based on insight and experience.

intelligent, automated, context-driven detection and

The key question we ask: What expertise will unleash the

remediation of potential threats across all users, apps,

potential?

networks, and endpoints.   Real Co-creation In with the new

Real Co-creation holds a personal commitment. To bring

Citrix doesn’t just give you the freedom to innovate and

expertise in a way that engages other people. To be truly

grow—we give you the guidance and choice you need to

curious about what others can bring, to co-create, because

be more efficient, agile, and open to new capabilities than

that creates better and more lasting impact. To make others

you ever thought possible.

shine, so that they truly own the change.

Together with customers across industries and the world,

The key question we ask: How do we make your people grow

we’re imagining—and building—how the future works.

and own it? Real Change Real Change holds a promise. A promise of transformation, a promise that a KPI will actually improve, a promise that the effort was worth it. A promise of sustainable impact. This is the

Nutanix solutions are built on the industry’s most popular

proof of Real Change.

hyperconverged infrastructure (HCI) technology—a

The key question we ask: What will “changed” look like?

complete, 100% software-defined stack that integrates compute, virtualization, storage, networking, and security to power any application, at any scale. Nutanix software and cloud services unify IT operations and bring frictionless application mobility across different cloud environments.

WE PROUDLY INTRODUCE CIO BENCHMARK POWERED BY

www.houseofimprovement.com

CIO BENCHMARK

International 62%

AREA OF RESPONSIBILITY

Local 35%

for CIO’s

Nordic 3%

Complying with legislation and/or IT Security 10%

COMPANYCHALLENGES

Capability to deploy business transformation 64%

CIO’s find most critical to adress over the coming year

Alignment and integration of technology 16% Attraction and retention of the right people 10%

39%

26%

35%

CIO’s who find it most

CIO’s who find it most important

important to invest in People

to invest in Process optimization

to invest in Technology over the

over the coming year

coming year

*CIO Benchmark is based on survey data from participants at CIO Executive Forum Copenhagen, April 2019. Survey data is analysed and validated by House of Improvement. © Copyright 2019 twoHundred & House of Improvement.

LIST OF PARTICIPANTS IN THE NORDIC CIO EXECUTIVE FORUM EVENTS PRIMO SEPTEMBER ‘19 Company

Name

Title Business Improvement & Technology

A/S Norske Shell

Rolf Einar Sæter

Manager

ABB A/S

Torben Madsen

Country IS Manager

Adecco Norge AS

Jørn Jørgensen

Head of IT

Agder Energi AS

Bjarne Karlsen

CIO

Aker BP ASA

Lars-Erik Ydstie

VP, IT

ALD Automotive A/S

Stephan Otten

CIO Nordics

Aleris Helse AS

Trond Ahlquist

Head of IT

ALK-Abello A/S

Jens Noack Skærbæk

CIO, SVP Global IT

Aller Holding A/S

Torben Kjær

Group CIO Koncerndirektør, Digitalisering, IT og

Alm. Brand A/S

Kristian Hjort-Madsen

Innovation

Ambu A/S

Michael Vasa Skånstrøm

VP, Corporate IT

Atea A/S

Henrik Arndt

SVP, Digital Business Services

Bang & Olufsen

Jan Topp Rasmussen

CIO

Bertel O Steen AS

Runar Myhre

CIO

Brdr. A&O Johansen A/S

Gitte Lindeskov

CIO

Bunker Holding A/S

Peer Omann

Group IT Director

Carlsberg A/S

Anders Munck

Head of Corporate IT

Caverion Norge AS

Lisa Johansson

IT-sjef

Cermaq Norway AS

Børge Nilsen

Head of IT

Coloplast A/S

Lone Bundgaard Nielsen

VP, Global IT

Coloplast A/S

René Rasmussen

VP, Global IT

Consto AS

Svein Børre Mathisen

IT Manager

Coop Danmark A/S

Morten Holm Christiansen

CIO/CTO

Copenhagen Metro Team I/S

Martin Lauritsen

IT Manager

COWI A/S

Henrik Mohr

VP, Group IT

COWI A/S

Jerrik Bagger Sørensen

CIO & SVP

Company

Name

Title

Danske Bank A/S

Poul Møller

EVP, Wealth Management IT

Danske Bank A/S

Bo Svejstrup

EVP & CIO Core Banking & Data

Danske Bank A/S

Morten Kjelsø

CTO, MobilePay

Danske Spil A/S

Peter Jayatissa

Director, Architecture and Technology

DnB Bank ASA

Linn Sandvik

SVP, IT PM Demand & Delivey

DNV Gl AS

Elling Rishoff

CIO

DSB A/S

Michael Moesgaard

CIO

DSV Panalpina A/S

Mogens Larsen

Senior Director, IT - Air & Sea Division

DuPont Nutrition Biosciences ApS

Ronni Cavling

Global Business CIO

Egmont A/S

Jonas Frank Johannesen

CIO & VP

Ejner Hessel A/S

Stefan Bylling Møller

IT- og Digitalchef

Elkem ASA

Knut Petter Roland

IT Director

Energinet Forretningsservice A/S

Henrik Lang Petersen

CIO

Eniig

Morten Sloth O'Donnell

Divisional CIO

Europris AS

Ole Petter Harv

IT Director

Finanstilsynet

Rolf Jarlbæk

CIO

FLSmidth A/S

Mads Madsbjerg Hansen

SVP, Group Business Solutions

Flügger A/S

Rune Skovsgaard

Head of IT

Fremtind Forsikring AS

Roar Skorge

CIO

G2 Ocean AS

Kristin Helen Andersen

VP, IT

H. Lundbeck A/S

Claus Thomsen

CIO

Haldor Topsøe A/S

Niels Keller-Larsen

CIO

Hempel A/S

Flemming Kaaber Munksgaard

Group VP, Digital

Hurtigruten AS

Jon Grunnan

VP, IT

Höegh LNG AS

Vegar Bøthun

Head of IT

IC Group A/S

Anders Rahr

VP, IT & Logistics

If Skadeforsikring Norge

Kjell Rune Tveita

CIO

IFE

Lars Ove Claesson

CIO

Company

Name

Title

Industriens Pension A/S

Aksel Bjørn Møller

CIO

Ineos E&P Norge AS

Shehzad Rehman

Head of IT

Ineos E&P Norge AS

Imran Aslam Choudhary

IT Operation Manager

Interdan Bil A/S

Tina Askjær

CIO

ISS Facility Services A/S

Hans Petter Riise-Hanssen

CIO

ISS Facility Services A/S

Christian Lyngaae Saugman

CIO, DK & Northern Europe

Dampvaskerier)

Rune Keller

IT-direktør

KLP

Åsne Taksrud

VP IT, Digital Development

Kongsberg Gruppen ASA

Pål Andrè Eriksen

SVP Technology, Maritime

Læringsverkstedet AS

Tommy Due-Løvaas

CDO

Maersk Broker K/S

Bo Steen Nyegaard

Director, Head of IT

Maersk Drilling A/S

Steffen Dalgaard Andersen

CIO

Maersk Supply Service A/S

Thomas Hagen Stampe

CIO

Maersk Tankers A/S

Torben Ruberg

CIO

Mercedes-Benz Danmark A/S

Tom Skovbo Harpsøe

Head of IT

Multiconsult Norge AS

Baste Amble

CIO

Møller Mobility Group AS

Hege Line

CTO

Nederman Nordic

Kristian Lexander

SVP & CIO

Nets Denmark A/S

Jan C. Plenge

SVP, Digital Innovation

Nets Norway

Kari Engensbakken Bjørkelund

SVP, IT

Nilfisk A/S

Simon Thorup

VP, Digital Transformation

Nilfisk A/S

Torben Høeg Bonde

CIO

Niras A/S

Claus Birkholm

CIO

NNE A/S

Thomas Braa Andersen

(Former) CIO

NNE A/S

Mogens Larsson

VP, Automation & IT

Nordea (DK)

Christian Kühl

Business CIO

Nye Veier AS

Erik Spieler

IT-sjef

Odfjell SE

Torbjørn Lussand

VP, IT

Pandora A/S

Peter Cabello Holmberg

CIO

Kivi-Tex A/S (De Forenede

Head of IT Strategy & Risk PFA Pension

Sebastian Kim Hansen

Management

Pgs Geophysical AS

Erling Moen Synnes

VP, Global IT

Posten Norge AS

Arne Erik Berntzen

CIO

Company

Name

Title

Rambøll gruppen A/S

Thomas Angelius

Head of Group IT

Royal Unibrew A/S

Hanne Bech

CIO

Denmark A/S

Franck Guerin

CIO

Salling Group A/S

Alan Jensen

EVP & CIO

Sampension KP A/S

Christian Rosbæk

IT Chef

Scan Global Logistics A/S

Kuno Lange Jensen

IT Direktør

Scandza Group AS

Liv Brekkenes

CIO

Schibsted ASA

Eva Sjøstrand

Director, Enterprise Tech Business Solutions

SimCorp A/S

Maria Elisabeth Storm Kristensen

VP, IT

SINTEF

Snorre Aasheim Ness

Head of IT

Skretting AS

Hassan Skøien

Group IT Director

Solar A/S

Henrik Thystrup

VP, Group IT

Sonans Gruppen

Terje Ravnsborg

Director, IT & Operations

Spar Nord Bank A/S

Ole Søholm Jensen

Direktør, Proces & IT

SpareBank 1 Østlandet

Dag-Arne Hoberg

Head of Innovation & Business Development

STARK GROUP A/S

Claus Paulsen

CIO

Svitzer A/S

Pernille Krogh-Meyer

Director, Brand CIO, Svitzer & Growth

TDC A/S

Christer Mattsson

SVP, Head NetCo IT

Telia Danmark A/S

Henrik John Kofod

CTO

Tine SA

Christen Rehn

CIO

Topdanmark A/S

Peter Madsen Lundqvist

Underdirektør, IT

Torm A/S

Bo Hjorth Jensen

CIO

Total E&P Danmark A/S

Henrik Madsen

IT Director

Tryg A/S

Anne Nørklit Lønborg

CIO

Veidekke ASA

Andre Hellum

COO, IT Konsern

Velliv, Pension & Livsforsikring A/S

Frederik Cold

Nordic CIO

Velliv, Pension & Livsforsikring A/S

Jakob Andersen

CIO

Vestas Wind Systems A/S

Thomas Okke-Frahm

CIO

VIKING LIFE-SAVING EQUIPMENT A/S

Henrik Balslev

IT Director

Vinmonopolet AS

Anders Spilling

CIO / CDO

Yara International ASA

Simen Lund

CIO

Yara International ASA

Peter Billiau

CIO

Saint-Gobain Distribution

Why autonomous cloud services are important to innovation Ingrid Mjøen is the country Manager of Oracle in Denmark, and a popular speaker at various IT-events across the Nordics. Decades of work with Nordic customers has given her a broad understanding of how IT is used to increase revenues and save costs in our marketplace. Being a high cost market, innovation is key to success in the Nordics. At first glance, making cloud services self-driving, self-securing and self-provisioning – in other words autonomous – does not seem important for innovations, but Mjøen sees it different. - Using autonomous services is key to shift focus from routine tasks to innovation, she says. - If not, you risk being slowed down by unnecessary operations.

Three reasons why autonomous is key to innovation in the Nordics: 1) Free up resources for innovation. Autonomous cloud services deliver maximum cost benefit. An example is the autonomous database, that completely eliminates the need for human intervention. This increases the business’ ability to shift focus from operations to innovation. 2) Deliver secure innovations. Lagging security patching and not being able to spot the chain of events in security operations, are among the most common reasons for security breaches. An autonomous, self-patching and self-securing infrastructure delivers the ability to innovate without jeopardizing confidentiality. 3) Faster innovation cycle. Autonomous sparks innovation at the business level by delivering the ability to easily develop and test innovations. In a single keystroke, successful innovations flexibility can scale up to the business level. Secure and cost-effective processing power is easily added or removed according to varying business needs. Visit https://www.oracle.com/database/autonomous-database.html if you want to learn more about Oracle Autonomous cloud services and innovation

INSIGHT

EVENT CALENDAR 2019 10/9 2019

HR Executive Forum

Gamle Logen, Oslo

11/9 2019

CMO Executive Forum

Gamle Logen, Oslo

26/9 2019

Supply Chain Executive Forum

Sølyst, Klampenborg

3/10 2019

CIO Executive Forum

Sølyst, Klampenborg

8/10 2019

CFO Executive Forum

Sølyst, Klampenborg

15/10 2019

CIO Executive Forum

Gamle Logen, Oslo

29/10 2019

Public IT & Digital Executive Forum

Sølyst, Klampenborg

7/11 2019

HR Executive Forum

Sølyst, Klampenborg

12/11 2019

HR Executive Forum

Grand Hotel, Stockholm

13/11 2019

CMO Executive Forum

Grand Hotel, Stockholm

21/11 2019

CMO Executive Forum

Sølyst, Klampenborg

26/3 2020

Supply Chain Executive Forum

Sølyst, Klampenborg

31/3 2020

CIO Executive Forum

Sølyst, Klampenborg

2/4 2020

CIO Executive Forum

Gamle Logen, Oslo

15/4 2020

CMO Executive Forum

Gamle Logen, Oslo

16/4 2020

HR Executive Forum

Gamle Logen, Oslo

22/4 2020

CMO Executive Forum

Grand Hotel, Stockholm

23/4 2020

HR Executive Forum

Grand Hotel, Stockholm

5/5 2020

CFO Executive Forum

Sølyst, Klampenborg

12/5 2020

Public IT & Digital Executive Forum

Sølyst, Klampenborg

14/5 2020

HR Executive Forum

Sølyst, Klampenborg

9/6 2020

CMO Executive Forum

Sølyst, Klampenborg

For more information about events or general updates, please send an e-mail to info@twohundred.dk or visit our website at www.twohundred.dk

Page 1

Morten Holm Christiansen

CIO & CTO at Coop Danmark Digital transformation of a 150 year old company in times of open brain surgery Speaks @ CIO DK the 3rd of October 2019 Sølyst, Klampenborg

Page 9

Claus Thomsen VP & CIO at Lundbeck

Benefitting from collaborations with Innovative start-ups Speaks @ CIO DK the 3rd of October 2019 Sølyst, Klampenborg

Page 17

Anne Nørklit Lønborg

SVP, CIO, Business IT & Digitalisation at Tryg Together we create a digital Tryg Speaks @ CIO DK the 3rd of October 2019 Sølyst, Klampenborg

Page 25

Kristin Helen Andersen VP IT at G2 Ocean

How to innovate with technology in the Shipping industry? Speaks @ CIO NO the 15th of October 2019 Gamle Logen, Oslo

Page 35

Hassan SkĂ¸ien

Group IT Director at Skretting What is Digital? Speaks @ CIO NO the 15th of October 2019 Gamle Logen, Oslo

Page 43

Elling Rishoff CIO at DNV GL

The Digital transformation of DNV GL Speaks @ CIO NO the 15th of October 2019 Gamle Logen, Oslo

INSIGHT

Morten Holm Christiansen wants Coop to be the best digital grocery retailer: ”It’s much more fun to aspire to be world-leading than to do good enough” 1

INSIGHT

Morten Holm Christiansen CIO & CTO at Coop Danmark A/S 54 years old Education - Morten Holm Christiansen has a Master’s degree in Business & Managerial Economy from Aarhus University and holds an Executive MBA from IMD Business School.

Career - Morten Holm Christiansen works at Coop Denmark A/S where he is both the company’s CIO and CTO. He has worked with the company since August 2018. - Before his time at Coop, Morten Holm Christiansen worked with the Danish shipping company Maersk for five years. At Maersk, he held several positions including Head of New Ventures, Head of Finance and Transformation and CFO. - Morten Holm Christiansen worked in the Novo Nordisk group for 19 years as Corporate Vice President for IT Operations Management, Corporate Vice President for Global Sales, Business Development at NNE and Corporate Vice President for Application Development in NNIT.

Private life - Morten Holm Christiansen is married and has two children aged 18 and 22 - In his spare time, he enjoys playing tennis and golf. - Morten Holm Christiansen grew up in Aarhus.

INSIGHT

CIO Magazine #2

2019

Morten Holm Christiansen came on board the IT journey when IT was called EDB and Pac-Man was the new deal. Today he is at the forefront disrupting physical supermarkets and he wants to create nothing less than the world’s most advanced retail stores based on digital communication and interaction with customers.

Even though it sounds like a

individual rather than spreading

be able to make interesting and

dream come true for many people

ads and messages to big groups of

personal offers and thereby be

not having to stand in line in a

people at the same time.

much more relevant than our

crowded supermarket Monday

competitors.

afternoon after picking up kids

- The other part for us is to go away

from school, it is hard to imagine a

from the weekly leaflet that is

normal day without it. But Morten

offering everyone the same thing

Taking on the roles of both CIO

Holm Christiansen has not the

at the same time. As an example,

and CTO

least doubt,

you are going to get a notice on

There is much to do for Morten

your smartphone saying “Hey! Did

Holm Christiansen to reach the

- Supermarkets as we know them

you remember bearnaise sauce for

goals set for the digital customer

will disappear.

your steaks?”

journey and disrupting the

According to the CIO and CTO at

The company’s biggest digital

that is not a big enough challenge,

Coop, grocery shopping will be

initiative is the Coop app that

Morten Holm Christiansen is also

fully digitized. Both for customers

is one of the most downloaded

the company’s CTO which adds yet

visiting the stores and for the

apps in Denmark with 1.3 million

another dimension consisting of

employers handling the internal

downloads. Every week, around

transforming the 40 to 50-year-old

processes.

300.000 Danish grocery shoppers

technical setup behind the scenes.

physical supermarkets. But as if

use the app. Hence, Coop has - The whole idea of purchasing

access to a wealth of data on

- With the processes and amounts

your goods at the checkout

members’ and customers’

of data that we are going to run

counter is going to disappear.

purchase behavior.

through the systems daily, we

Instead, you will scan your goods

need to re-architect and update

on your phone and go right out of

- Based on the data and using

the store.

Artificial Intelligence, we will figure

the operating systems completely.

out what products you usually buy

Running an IT-setup while turning

All communication with customers

and what offers you are interested

the current setup inside out is

will be in real-time and offers and

in getting. We hope and believe

what Morten Holm Christiansen

discounts will be targeted the

our customers will find Coop to

refers to as, “An open brain

INSIGHT

- With â&#x20AC;&#x2DC;open brain surgeryâ&#x20AC;&#x2122; I refer to our 30 to 40-year-old application portfolio that we need to change, and in parallel develop a new digital future. Only a few years ago, the purpose of our IT and technology was to support relatively stable, internal processes as logistics; ordering new supply, knowing where our supply is, when it arrives, where it is in the warehouse, what is sold in the stores. The world we are moving towards now is very different. Now we will be communicating real-time with endusers and the new solutions require a completely different level of IT and technology.

Morten Holm Christiansen

INSIGHT

- Coop Danmark A/S is a retailer of consumer goods based in Denmark. - The company is a cooperative with 1.7 million members and three subsidiaries. - The Coop Danmark subsidiary operates the retail store chains of Kvickly, Brugsen, SuperBrugsen, Dagli'Brugsen, LokalBrugsen, Fakta, and Irma. The last two subsidiaries comprise Coop Bank and Coop Invest. - Coop was established back in 1866 (formerly FDB, short for Danish Consumers Cooperative Society) by Hans Chr. Sonne. - The company holds approximately 1/3 of the Danish grocery market. - The company employs around 38.000 employees and Peter Høgsted has held the position as CEO since 2013.

INSIGHT

CIO Magazine #2

2019

surgery”. Only a couple of years

world-leading within digital food

Maersk. But changing to Coop,

ago the purpose of IT was to

retailing.

he knew it would take courage

support relatively stable processes.

for himself and the employees in

Today, it is a completely different

- The world of IT has exploded in

Coop to say it out loud, “We are

task.

the last 30 years. There’s no reason

going to be world-leading”.

to think it’s not going to continue - IT is no longer predictable or a

in the next 30 years. With the

- I can tell from looking at my

task you have a linear formula

opportunities available now and in

colleagues that aspiring to a

for. The world we are moving

the future, we are not just going

completely new level has had a

towards has to be able to support

to optimize and cut costs, but will

huge effect. Everyone thinks it

real-time communication directly

create a lot of new business.

is super fun to be a part of this

to the end-user. With real-time

journey. In the end, it’s much more

communication, there will be

fun to aspire to be world-leading

many opportunities for us, but we also have to react fast if something goes wrong. The new opportunities and challenges regarding IT constitute a big part of the company’s future direction. Therefore, Morten Holm Christiansen has the mandate to hire 100 people to Coop’s IT area, which already has 250 employees.

World-leading food retailer Morten Holm Christiansen has been a part of the IT journey from the beginning of the 1990s even though his education writes

"The world of IT has exploded in the last 30 years. There’s no reason to think it’s not going to continue in the next 30 years"

than to do good enough. Even though Morten Holm Christiansen did not see the career change coming, he’s happy to lead a transformation in the food retail industry and excited to have been given the responsibility. - How many times in life do you get the chance to run a transformation for a 150-year-old company that puts everything at stake? Not often. I truly enjoy the responsibility.

Economist and his first job was in a bank. It was an ad from the multinational consulting

The food retail industry is under

company Accenture and a dream

pressure. Overcapacity, online

of traveling around the world

shopping and the fact that people

that convinced him to shift paths.

no longer bother to cook food are

Today, he is happy he stayed in IT.

trends that are making it tough for food retailers. According to Morten

- In 1992, IT was very nerdy and I

Holm Christiansen, retailers have

wondered if it was just a phase.

two choices; to cut costs and join

Today, everything’s about IT in one

the ongoing price war, or to find a

way or another and that is also

way to grow,

why I am still in this space. There are always new opportunities,

- We have to find a way to grow

people, and organizations.

and as I see it, we have to invest and be the best.

According to Morten Holm Christiansen, opportunities in

Morten Holm Christiansen is used

IT are endless. Therefore, he’s

to setting the bar high from his

motivated to lead the 150-year-old

positions in global companies

member-owned company to be

as Accenture, Novo Nordisk, and

INSIGHT

Three pieces of advice 1) Attract the best people and make sure they are highly motivated. 2) Understand your business even more than the technology 3) Go for â&#x20AC;&#x2DC;world-classâ&#x20AC;&#x2122; in everything you do

DON’T LET YOUR SOFTWARE BULLY YOU Is your software vendor pushing you to upgrade because they want your money, not because it’s right for your business? Are you being told it’s the Cloud-way or the highway?

Challengers deserve choice. Run your business your way.

For more information visit IFSworld.com

INSIGHT

Claus Thomsen VP & CIO at Lundbeck 53 years old Education - Claus Thomsen has a Master of Science from Sheffield Hallam University.

Career - Claus Thomsen is CIO, Vice President at Lundbeck. He has held the position for four years. - Claus Thomsen has worked in Lundbeck for 22 years and has held five positions both in Ireland, UK, and Copenhagen. - Before Lundbeck, he worked in Microsoft for approximately 10 years from the late 1980s to 1997.

Private life - Claus Thomsen is married and has four kids in the ages between 12 and 23. - In his spare time, he likes to bike and travel. - Claus Thomsen grew up in Southern Jutland and has since lived in Aabenraa, London, Dublin and now in Copenhagen.

INSIGHT

CIO at Lundbeck welcomes the digital transformation and increasing diversity of opportunities to support the company: â&#x20AC;&#x153;I am in a unique position which allows me to engage with every part of our value chain to support their digital journeysâ&#x20AC;? 10

INSIGHT

- H. Lundbeck A/S (known as Lundbeck) is a Danish pharmaceutical company that was founded in 1915 by Hans Lundbeck. - The company engages with research and development, production, marketing and sale of drugs for the treatment of mental and neurological diseases. - The current CEO is Deborah Dunsire who has held the position since September 2018. - Lundbeck employs around 5.000 employees in 50 different countries and the companyâ&#x20AC;&#x2122;s products are registered in more than 100 countries. - In 2018, the company reached a turnover of approximately DKK 18,1 billion.

INSIGHT

CIO Magazine #2

2019

The pharmaceutical sector is constantly challenged by counterfeit drugs, increased pressure on prices, and regulatory requirements. At the same time pharmaceutical production is transforming from relaying on mechanics to software supported processes and within R&D and Commercial, digital innovation is critical for success. Therefore, IT is key for Lundbeck now as much as ever – and only increasing in importance in the future. In Lundbeck, technology continues

trace of every product down

– or the customer - complicates

to play a more and more critical

to the individual blister pack

the processes of gaining valuable

role in all business areas in the

the pharmaceutical industry is

knowledge and receiving feedback

company. For Claus Thomsen, this

protecting against counterfeit

on clinical tests. If we, based on

means a unique opportunity for

drugs.

data and feedback from other

him and his organization to bring value to the business.

data sources than the patients, - Imagine that someone

can discover and develop a new

experiences severe side effects

efficacious product in 8 years

- Traditionally, IT was limited to

or dies from eating a tablet that

instead of 10, it means a lot in a

infrastructure, applications, and

looks like the one from Lundbeck.

competitive market. And of course,

support – to put it a little ‘black

This has enormous consequences.

for the patients that benefit

and white’. Now, I am in a unique

Of course, for the affected person

from the new treatment. Claus

position, which allows me to

but also for Lundbeck’s license to

Thomsen also adds,

engage with every part of our

operate. Counterfeited goods are a

value chain to support their digital

huge problem in our industry. We

- Brain diseases are different from

journeys.

are required to ensure that we can

many other disease areas as you

track every blister pack to prove

can simply not take a blood test

One important area Claus

which tablets are Lundbeck's

that will provide a quick result

Thomsen has his focus on is the

and which tablets are cheap

and answer. Within for instance

use of data. With data, Lundbeck

counterfeited goods. This relies on

diabetes, you can test to see if

can improve e.g. how it monitors

complicated software solutions to

a patient has diabetes. When

its production facilities, know

support the end-to-end-process.

working with the brain, you have to

when to restock and ultimately,

find other ways and indicators of

optimize the whole production

Technology will not only play a vital

and distribution of products.

part in Production but also within

the disease and its evolvement.

Also related to production

R&D. Due to regulations, pharma

Collaborating with the R&D

and distribution is the use of

companies are not allowed to

organization on technical solutions

technology to prevent counterfeit

talk directly to patients. But not

that can capture data related to i.e.

drugs. By enabling track and

being able to talk to the patient

biomarkers such as sleep patterns,

INSIGHT

CIO Magazine #2

2019

physical movement, etc. that can

trying out new things, we have

Danish. As Claus Thomsen reflects

potentially predict the evolvement

world-leading neuroscientists

with a sense of humor:

of brain disease is valuable. This

who are experts within their

early prediction is helpful for our

field. Combining these two

- It was most likely my Danish skill

scientists working to find new

forces bring one strong team.

that got me the job rather than my

treatments.

Positioning Lundbeck in the best

technical skills.

way within the eco-system of - In our business, the time spent on

innovation partnerships is one of

But the CIO was happy to explore

developing and testing medicine

the areas where IT plays a new and

the world of IT and stayed with

is most often around 10 years. With

increasingly important role.

Microsoft until ’97 where he

help from data, we improve the development process.

found a purpose that brought An area where innovative

meaning to the use of IT. Through

solutions with a very user-focused

almost 20 years, Claus Thomsen

Start-ups as digital innovation

approach can make a difference

has risen through the ranks in

partners

is in digital solutions that support

Lundbeck, starting as Project

In practically all sectors, digital

both patients and caretakers

Manager moving to the position

innovation is crucial for future

in ensuring that the treatment

as CIO – a responsibility he has

success and growth. This is also

is followed. According to Claus

held since September 2015. He

the case for the pharmaceutical

Thomsen, close relatives or other

has shown to be excellent at

industry. Pharma companies

caretakers are important for

developing his IT organization to

like Lundbeck experience the

patients with brain diseases as

support the changing business

challenges of being in a highly

they have direct contact with the

needs and make use of technology

regulated environment while

patient – opposite to Lundbeck.

opportunities that continues to

pursuing digital innovation. It

develop. And he is appreciated as a

is not only a challenge to find

- It is very tragic, but one of the

leader who builds a strong sense of

new and innovative solutions.

big challenges for people affected

teamwork and purpose among his

The company also needs to

by brain diseases is compliance

employees. According to himself, it

drive innovation within the

with their treatment – to ensure

is the strong purpose that he loves

tight boundaries of regulations.

they take their medicine. It sounds

the most.

Therefore, Lundbeck benefits

weird, right? But many people

from collaborating with several

actually forget it or do not have the

- To be able to engage and

innovative start-up companies that

‘energy or focus’ which can lead to

support the digital journeys of

have different areas of expertise

failure in the treatment process,

each area of our value chain is

and that are not equally affected

which affects their recovery or

unique and something I find

by regulations.

symptom treatment. So, to enable

extremely motivating. However,

solutions i.e. wearable devices

ultimately helping people with

- It is not possible to have all

or predictive measures that can

brain diseases is what I love the

the competencies in one place.

assist relatives or caretakers in

most about my job and what has

What we do is to get involved

supporting the patient in following

kept me with Lundbeck for so

with relevant start-up companies.

his or her treatment is critical.

many years. Even though I am not

Not only do we gain access to

the one discovering the therapies

a broader set of competencies.

A strong purpose enabled

that cure people, I am happy to

We also engage with people of

through teamwork

develop technological solutions

a completely different mindset.

It was out of pure coincidence

to improve the way we discover,

Many people in start-ups are

that Claus Thomsen ended up

mature, produce and market

born in a different time and

in the field of IT. In the late ‘80s,

these therapies for the benefits of

‘organizational culture’. They do

Claus Thomsen lived in Dublin

patients.

not give the same importance to

and was looking for a job when he

rules and controls in the same way

met a guy from Microsoft. Excel

we do as a 100-year-old company.

1.0 was about to be launched on

While they have an innovative

the Danish market and Microsoft

mindset and are not afraid of

needed someone who spoke

INSIGHT

Today we see how technology changes the world around us at an unprecedented pace. Businesses are conforming to change by constantly innovating and the fastest way for us to do that is by collaborating with start-ups. With startups, we can work together with skilled people within I.e. Alzheimerâ&#x20AC;&#x2122;s disease, Parkinson and depression. People in start-ups often have one area of expertise so through the collaboration with several start-ups we get specialized knowledge within every area. Bringing Lundbeck into play in such an ecosystem of innovative star-ups can bring both better treatments for patients, business benefits, and motivated employees.

Claus Thomsen

INSIGHT

Three pieces of advice 1) Never lose sight of your license to operate. If the systems do not work no one will discuss digitalization with you. 2) Make sure to have the strongest team around you that brings a broad and diversified skills-set to the table. 3) Know your business and be curious about your colleagues, business challenges, and aspirations.

ServiceNow (NYSE: NOW) is the fastest-growing enterprise cloud software company in the world above $1 billion. Founded in 2004 with the goal of making work easier for people, ServiceNow is making the world of work, work better for people. Our cloud-based platform and solutions deliver digital workflows that create great experiences and unlock productivity to approximately 5,400 enterprise customers worldwide, including almost 75% of the Fortune 500. For more information, visit www.servicenow.com.

INSIGHT

CIO at Tryg puts “Together” first in digital strategy

INSIGHT

Anne Nørklit Lønborg CIO & Senior Vice President, Business IT and Digitalization 52 years old Education - Anne Nørklit Lønborg has an Executive MBA in Business Administration from Copenhagen Business School. - Anne Nørklit Lønborg also has a Master’s degree in Physics and Mathematics from The University of Copenhagen - She has studied Mathematics at both The University of California, Berkeley and The University of Queensland.

Career - Anne Nørklit Lønborg holds the position of CIO at the insurance company Tryg where she has worked for more than three years starting as Vice President of IT Development. - Before her time at Tryg, she had the role of Vice President of IT Development at ATP for more than five years. - Anne Nørklit Lønborgs career started in IBM where she rose through the ranks during her employment of more than 18 years. At IBM, she has held several positions such as System Analyst, Project Executive, Delivery Executive and Business Manager. - Anne Nørklit Lønborg excels in management of large-scale IT transformational and organizational change, agile transformation and application project- & portfolio management.

Private life - Anne Nørklit Lønborg has a husband Christian and two daughters aged 24 and 20. - Her spare time is often spent cheering for her daughters who both play handball in the Danish Women’s National Handball League. - Anne Nørklit Lønborg grew up in Albertslund, 15 kilometers outside of Copenhagen.

INSIGHT

CIO Magazine #2

2019

Anne Nørklit Lønborg is a true team player and in her opinion, success is something you do together. Therefore, as she is now mobilizing digitization in Tryg the only right way to achieve the corporate goals is by accomplishing it jointly with every business unit and the Executive Board. “Together we create a digital Tryg”

- It is equally important for us and

digital company in the field of

is the name of the digital journey

our customers to have a personal

insurance is not the ultimate goal

that places IT at the very center

conversation in more serious cases

for the CIO who wants to be the

of the digital transformation

such as if their house is burning.

best in the digital league as such,

that will enable around-the-

For our customers it strengthens

clock availability for customers to

the feeling of being taken care of

- Tryg is doing really well compared

support the feeling of safety, or in

and we can tailor our customer

to other companies on the Danish

Danish, “Tryghed”.

handling to the situation and use

insurance market. But customer

our time on the right things.

expectations and requirements are

As a part of the digital

ever-changing and we find that

transformation, Anne Nørklit

According to Anne Nørklit

the individual customer does not

Lønborg and her team members

Lønborg, the digital solutions

compare our services with other

are working hard to create a future-

have proven to generate a higher

insurance companies’, but rather

proof claims handling procedure

satisfaction score and perception

with digital platforms such as

that enables a straight-through-

of proximity even though some

Netbanks or Google. In that light,

processing solution with no human

of the personal contact has

there is still a lot of work for us to do.

handling at all. Tryg’s target for

been cut throughout the digital

2020 is to receive 50 per cent of all

transformation,

claims online and a self-service level of 70 per cent for all enquiries.

Anne Nørklit Lønborg explains how insurance companies have

We experience an increased

become more relevant for the

satisfaction because the customers

customers resulting in changing

- We see that customer needs

can choose how and when they

customer expectations and a need

are continuously changing and

want to communicate with us and

for improved systems,

our biggest obligation but also

they experience we conform to

challenge is to meet our customers

their needs.

where they are when they need

- For many years, insurance has been something customers

us. With the new claims handling

The best in the digital league

thought of when filing a claim or

procedure customers are able

In Spring 2019, Tryg was

when we raised our prices. But

to get their money immediately

nominated as ‘Digital Financial

as we to a greater extent offer

and naturally, it will bring internal

Institution of the Year’ and ‘Best

products that are relevant in our

benefits as well,

Digital Customer Solution’ in

customers’ everyday life we also

the field of insurance by the

have much more interaction with

Although more and more claims

Danish financial media outlet

our customers. As a consequence,

are filed online at Tryg, Anne Nørklit

FinansWatch based on analysis

we need improved systems and IT

Lønborg emphasizes the importance

carried out by market research

solutions.

of also being available ‘offline’,

institute Wilke. But being the best

INSIGHT

“Together we create a digital Tryg” is about digitizing Tryg based on a vision of being digital all the way toward the customer. To become digital, we both look at the transformation as something technological, but we also need to transform our way of working internally. In Tryg, IT plays a central role in creating future-proof solutions, not only for the IT organization, but for every business area.

Anne Nørklit Lønborg

INSIGHT

- Tryg is a Scandinavian insurance company present in Denmark, Norway, and Sweden. - The company is the largest insurance company in Denmark and the second largest provider of general insurance services in the Nordic countries. - Tryg employs more than 4.000 employees and provides services for more than 4 million customers. - The current CEO is Morten HĂźbbe. He has held the position since 2011. - Tryg is headquartered in Ballerup, Denmark, but has departments across the country and the Nordic region.

INSIGHT

Choosing the right career path

an insurance company like Tryg,

When Anne Nørklit Lønborg

CIO Magazine #2

2019

- A big part of my role as CIO is to strategically communicate the

graduated with a Master’s degree

- The rather “dusty” insurance

change management journey

in Mathematics and Physics, she

industry attracted me and my

making sure the organization

found high school teaching to

curiosity and motivation for

adopt to the transformation and

be the obvious profession for a

change. I’m inspired whenever

also enabling the collaboration

student like her. But even though

I get to develop, and if I could,

between IT and the rest of the

she got all the teaching jobs she

I would develop on anything. I

organization. Furthermore, as

applied for, the obvious choice

love how the possibilities within

head of our IT organization it

did not seem right for the young

IT are evolving so fast and can be

is my responsibility to clearly

graduate who were looking for a

applied to make a huge difference

communicate the digital direction

job that included a technical skill,

in insurance, and it is a perfect fit

to leaders and employees and

for my type of leadership, she says

make sure we implement the

and adds,

transformation in Tryg’s “way of

- A friend of mine worked at IBM and he told me the company were looking for candidates with my background who could learn a thing or two about IT. I could always become a teacher, I thought, so I tried it out. At IBM, Anne Nørklit Lønborg found great satisfaction in the technical complexity and she quickly learned how to do software development on a mainframe computer, build databases, and develop data models and analyses. Having cut a bit down on the IT development in the role of CIO, she

working.”

I am extremely driven by making a difference that matters in the bigger picture.

According to Anne Nørklit Lønborg, the Tryg “way of working” is about being agile, customeroriented and to know how people experience change and what they need to change successfully. She often links business to playing on a team. As former player in the top professional women’s handball league she is used to successes being something you do together. Therefore, she made sure to put “Together” first in the digital strategy.

still finds complexity to be a main driver for her work, however, in

- Also, I am extremely driven by

new exciting areas,

making a difference that matters in the bigger picture. I think it

- To bring in new systems

is outstanding what the Tryg

that create value for both our

family does to create value and

customers and Tryg while making

promote greater safety in society.

sure everything runs smoothly

The annual amount of DKK 500

in our everyday operation is a

million that Tryghedsfonden gets

hardcore job and is quite complex.

to spend on multiple projects in

It feels like maneuvering an

society speaks clearly to my heart.

airplane and changing different parts simultaneously.

Even though Anne Nørklit Lønborg will never become a high

Today, there is no doubt that the

school teacher for the purpose of

door to high school teaching is

conveying information, she feels as

shut. For Anne Nørklit Lønborg,

if she gets to live out a fragment of

it is too exciting to be a part of an

being a teacher when she conveys

organization that is in constant

the importance of IT and positions

development. But for the CIO,

IT as a strategic business enabler

technology and IT are not the only

at Tryg,

reasons why she loves to work at

Three pieces of advice 1) Position IT as a business enabler in the organization, and not just a supplier. 2) Take the lead. Ensure future-proof solutions, collaborate with the rest of the company and focus on the change management journey together. 3) Be business-oriented on a daily basis. Make sure daily operation is prioritized and continuously optimized to gain trust that IT spends the money wisely towards a future where business â&#x20AC;&#x153;exchangeâ&#x20AC;? their economy to IT spend.

DIGITAL TRANSFORMATION - enabling business with technology

Today, technology is part of everything. Transforming our customer demands, disrupting markets, changing our services and products and ultimately altering the way we need to operate and our business- and operating model. Digitalisation is happening at the speed of light. More choices, more uncertainty and a higher pace all drive complexity. If we want to stay on top of digitalisation we need to embrace and take advantage of it, turn threats into possibilities, drive and support innovation to develop new products and services, offer new functionality to redesign or improve customer experience and optimise operations to create more value for money. At Implement we work with digital transformation through a collaborative approach where we bring business WHY and the technology HOW together. To align priorities, our approach facilitates a common language on how to create a winning digital aspiration. Combining business perspective and IT perspective ensures that the needs and requirements from customers and the business is well supported through a balanced approach on agile development processes and stable and secure operations â&#x20AC;&#x201C; we call it holistic digitalisation.

IMPLEMENT CONSULTING GROUP Implement Consulting Group is a leading Scandinavian management consulting firm with more than 850 consultants and offices in Copenhagen, Aarhus, Stockholm, Malmo, Oslo, Zurich and Munich. Implement helps leading organisations design and implement strategic transformations by combining deep subject matter expertise with the ability create real and sustainable change in a close collaboration between Implementâ&#x20AC;&#x2122;s consultants and the clientâ&#x20AC;&#x2122;s organisation.

INSIGHT

Kristin Helen Andersen

Vice President of IT at G2 Ocean 43 years old Education - Kristin Helen Andersen holds a Masterâ&#x20AC;&#x2122;s degree (Cand. Polit) in Information Science from the University of Bergen. - In 2004, she achieved a certificate in Human Resources Management from Queensland University of Technology. Â

Career - Kristin Helen Andersen has been Vice President of IT in the joint venture company G2 Ocean since January 2019, and before this merge between Gearbulk and Grieg Star she held the position of Head of IT in Gearbulk since May 1st, 2018. - She has more than 15 years of experience working with technologydriven management both at universities, in the public and private sector, in transport, as a consultant for several types of companies, and now in shipping. - Kristin Helen Andersen has been used as a strategic adviser in top management for choices of new platforms and modern solutions in a wide range of companies

Private life - In her spare time, Kristin Helen Andersen spends time with her family consisting of a husband and two children, son, 9, and daughter, 8. - Kristin Helen Andersen likes to do Bikram Yoga. The hardcore technique helps her to focus on being present in the moment and getting good exercise at the same time. - She has lived in both Brisbane and Trondheim, and now she lives with her family in Bergen.

INSIGHT

Kristin Helen Andersen believes in reusing technology: â&#x20AC;&#x153;There are so many existing solutions today that we do not have to reinvent the wheelâ&#x20AC;? 26

INSIGHT

- G2 Ocean is a joint venture of two of the world’s leading breakbulk and bulk shipping companies: Gearbulk and Grieg Star. - The headquarter of the company is located in Bergen, Norway. - G2 Ocean currently employs 383 employees from 27 different nationalities. - The company has 12 regional hubs around the world and serves 27 trade routes worldwide. - G2 Ocean operates the largest fleet of open hatch vessels worldwide and is the world’s largest carrier of aluminum and wood pulp. - In total, the company operates 130 vessels of mainly open hatch vessels, but also conventional bulk vessels and vessels chartered from third parties. - On April 26, 2017, G2 Ocean was established and subsequently commenced its operation on May 2, 2017. UnITy, the joint IT-department, was established in January 2019 - 2018 was the first year G2 Ocean had 12 months’ operations. The year ended with gross revenue of USD 1,305.5 million.

INSIGHT

CIO Magazine #2

2019

Technology is all about inventing. Or is it? According to Kristin Helen Andersen, too many companies forget to consider the solutions already available. When modernizing fleet vessels at sea, the CIO will learn from other industries when she swaps old-fashioned stamps and incoherent satellite communication with 3D printing, blockchains, and artificial intelligence.

Although modern IT terms have

she learned that shipping has

- Shipping can be perceived

a sci-fi sound to them, they are

big visions for the future and

as traditional, and some may

technological solutions Kristin

she wanted to be a part of their

say conservative, but it has a

Helen Andersen is quite familiar

journey,

highly technologically driven

with. The current Head of IT at G2

history. Being a very heavy asset

Ocean was brought up by tech

- If someone asked me two years

industry, it has naturally had a

enthusiasts resulting in a never-

ago if I would work in the shipping

different focus than digitizing its

ending passion to learn about the

industry, I would probably have

IT infrastructure. But today IT is

opportunities that technology has

shaken my head. But G2 Ocean

becoming a burning platform here

to offer.

had many ideas for the future and

as in every other company, facing

that triggered me. We have all the

a lot of the same challenges as

- My father is an engineer, and my

possibilities in the world in this

others are today.

brother is an IT engineer, so I was

industry that the last few years has

very young when I got my first

gotten more focus on the digital

But modernizing the IT

computer. I used the Internet from

journey.

infrastructure, including 77 ships

early on, took EDB classes at 16,

where paper documents, stamps,

and I started using chat platforms

Digitizing offices at sea

and satellite communication

before chatting was even a thing.

Kristin Helen Andersen’s digital

are normal, gives several added

As a result, I’m not afraid of trying

journey in shipping begun in May

challenges compared to a

out new technologies and I have

2018 as Head of IT in Gearbulk.

“traditional” office.

an internal drive to always seek out

Today she’s responsible for UnITy,

new solutions.

a joint IT department between

- Five years ago, there weren’t

Gearbulk, Grieg Star and G2 Ocean.

many mobile devices on the ships.

Coming from the consultant

Where Gearbulk and Grieg Star are

Now the employees onboard can

side at PwC and having worked

shipowners, G2 Ocean is their joint

take pictures and inform people on

with the highly innovative search

venture company that manages

shore through systems and mobile

and mobile giant, Google, Kristin

the commercial operations.

devices, which for other companies

Helen Andersen was not sure if a

are completely normal. But in

traditional industry as shipping

According to Kristin Helen

shipping this is a digital transition,

fulfilled her professional wishes.

Andersen, digitization has also

says Kristin Helen Andersen and

However, after her first dialog with

become a burning platform in the

continues,

people from Fleet Management,

shipping industry,

INSIGHT

CIO Magazine #2

2019

- Our vessels are completely

- This is “the normal” and history

that companies have much more in

dependent on satellite

tells many stories of innovations

common than they think they do,

communication, which means

that many didn’t believe in when

we don’t have the same

it came. It’s often said that the

- Many technologies can be used,

communication capacity as in an

technology shift happened

or adapted, across businesses and

office with Wi-Fi. Our employees

fast, but in reality, it has been

industries. What we know today,

onboard cannot be online

maturing over the last 30 years.

is that everyone needs to have a

whenever they want. Therefore, we

That is the reason why many in IT

“customer first perspective”. This

can’t modernize in the same way

don’t think much about the word

means that solutions that offer

on board as we can in our shore

“digitalization”.

scalability and transparency, and

offices. But Kristin Helen Andersen is positive and confident as the technological field is full of opportunities. - There are so many solutions today and we do not have to completely reinvent the wheel. We can to a greater extent

that will be built with sustainability

"When I see technology go wrong it is often when the wrong solutions are chosen"

adapt existing technology to our

and security in mind as you grow, is equally important for all companies in being able to change in the speed necessary According to Kristin Helen Andersen, CIO’s would do well to find inspiration in other industries as it provides a wider perspective on the technological solutions available.

environments. 3D printers, 3D

Even though she has a strong faith

modeling, blockchain, and data

in what technology can do, she has

- When I entered into shipping,

platforms are all areas that are

much respect for when technology

I started going to conferences

available and becoming more

can go wrong. As a part of

to learn about the field and

mature.

that perspective, Kristin Helen

understand their needs. What

Andersen believes that it is easy to

they were discussing on stage

Technology and philosophy

get blinded by the technology in

were similar problems I had heard

Kristin Helen Andersen is very

itself, instead of choosing the best

before. I made myself a promise

passionate about the collaboration

solution fit for purpose.

going from consulting to shipping;

between humans and machines.

that I would continue to seek out

As a student at the University of

- When I see technology go

different areas outside the industry

Bergen, her main field of subject

wrong it is often when the wrong

and bring back the learning.

was Human-Computer interaction

solutions are chosen. Technology

(HCI), which initiated a psychological

can be sold as a magical tool, and

As a result, Kristin Helen Andersen

and philosophical mindset about

it definitely sometimes sounds

looks into oil companies and is in

our use of computers, and how

like it in the field of machine

contact with Norway’s Hurtigruten

technology is to be designed to

learning and artificial intelligence,

cruise ships, to learn more about

promote learning, both individually

but technology is actually hard-

how other heavy asset industries

and professionally.

core logic. Built to solve a specific

are handling their IT-challenges

challenge, she argues. Kristin Helen Andersen believes that

- Hurtigruten’s ships are loaded

digitization is mainly driven by the

Kristin Helen Andersen has 15

with people and our ships are

technological paradigm shifts, and

years of experience working with

loaded with wood pulp and

people with severe technological

technology-driven management

aluminum, but there are also many

skills. Or said differently; only a few

both at universities, in the public

similarities when modernizing

innovators have been driving the

and private sector, in transport, as

the IT infrastructure on the fleet.

biggest changes, some are fast

a consultant for several types of

Hurtigruten has done some really

adopters, but most people naturally

companies, and now in shipping.

interesting investments on their

resist the changes.

The experience gained through a

newest vessels.

diverse career path has taught her

INSIGHT

I am going to talk about how to innovate with technology in the shipping industry. Being mainly a B2B industry with very long and proud traditions, shipping has not been as much affected by the digitalization as e.g. the financial sector or media business. But now digitalization is starting to hit the shipping business quite hard and that means we have the same challenges as other companies. But on top of that, we are in a heavy asset industry with a large fleet operation that is completely dependent on satellite communication. That means we donâ&#x20AC;&#x2122;t have the same capacity on board as we have in our offices around the world. So, we have to think differently when we are going to modernize with the use of technology on the sea as we do onshore â&#x20AC;&#x201C; and that is both challenging and very exciting.

Kristin Helen Andersen

INSIGHT

CIO Magazine #2

Intelligent machines and new roles Looking forward, Kristin Helen Andersen thinks artificial intelligence will be a valuable or even inevitable solution for G2 Ocean and other companies too, as the large amounts of data are very time-consuming for many to handle. - Today we have insane amounts of data, and as humans, we are not capable of handling all that information. It takes time to get familiar with a new solution and it is quite hard for a person to learn new things on a frequency necessary today. So, the more digital we become we may also be less efficient. The only answer to this challenge is to have more intelligent machines. But more machines don’t mean fewer people as humans have capabilities that computers never will, argues Kristin Helen Andersen. - If we use the brain on the ‘why’ and then give all these routine jobs that we are doing over and over again to the machines, we will start to work more efficient – and maybe also more creative, and then we will have more time to spend on the “important stuff” than we may have today.

2019

INSIGHT

Three pieces of advice 1) Have a strategic interest in how the business is supposed to utilize technology to deliver on the goals of the company. To do so, the CIO should have a really good insight into the technology field to know what is possible now and in the next ten years. 2) Be inspired by technology in different industries and branches. In Norwegian, we call it â&#x20AC;&#x2DC;tverrfagligâ&#x20AC;&#x2122;. And from an IT perspective, it is all about being open about learning from others. 3) Be a driver for change and take an active role in innovation and work together about strengthening the focus on technology. Today, CIOâ&#x20AC;&#x2122;s are not only expected to deliver solutions but also to be an adviser in what the business needs and how to do it.

Danish companies overlook the key to employee happiness By: Anette Vainer, country manager at Citrix Denmark

Imagine this scenario: Your employer gives you the opportunity to plan your own workday as you see fit. You can arrive at the office late, having dropped your kids off at their day care or school in a calm and serene manner. Or even completely ditch the daily drive to the office, if this suits your day better. Therefore, queuing, chaos and delays in the morning traffic is not a problem, because you do not necessarily have to deal with it. This frees up an hour of unproductive time â&#x20AC;&#x201C; or even more. You can pick up your children in the middle of the afternoon, so they are not exhausted, and you have time to care for them, for shopping and for making dinner from scratch. If your children have just been sick, you do not have to send them off to school with the fear of them being called home later in the day. You just work from home without interruptions, making you more efficient - and with the opportunity to check your e-mails in the evening if you need to. We have been speaking about flexible working for decades and based on the amount of coverage in the media, one could easily to get the impression that flexibility is already 100 percent integrated in Danish companies. But the question is, is it only the largest companies who have reached this goal? I often hear about companies where the management insists that employees work from the office and only rarely make use of home working days. Where the management seem displeased with employees who turn up for work late or leave early - and reward those who do the opposite. Often, the argument is that the company wants to seem alive and resilient. And this is not possible if half of their employees work from home. In my view, such companies primarily seem outdated because they signal that they are not

keeping up with technological progress and do not understand or recognize the needs of their employees. Unnecessarily stressed Citrix has just conducted a survey among small and medium-sized businesses in Denmark, and the result shows that only 21 percent of Danish companies with between 10 and 50 employees actually offer flexible working conditions for all employees. Meaning, that Danish business leaders are very hesitant about taking on a flexible workplace. Instead, they force employees into a lifestyle that makes them unnecessarily busy, annoyed and ultimately stressed out. This happens even though the technological possibilities offering flexible working conditions are present and have been for years. We have laptops, tablets, wireless networks, cloud solutions, video conferencing and applications that work in exactly the same way, regardless of the employees' physical location. At the same time, we know that younger generations rank flexibility and mobility significantly higher than their parents' generations when they list expectations for their working lives. So why do we continue to experience such reluctance to embracing the workplace of the future? Some believe it has to do with a lack of trust. That business executives simply do not trust their employees to actually work if they manage their own workday from outside the office walls. I think it has more to do with the fact that we are living in a digital age which is transforming the very way we perceive work. And, of course, all change takes time. Whatever the reason, we should keep trying to push the development, simply because there are so many obvious benefits associated with flexible working.

In short, flexibility is an easy way of making employees feel happy by meeting their personal needs. Furthermore, there is a strong possibility that the employees' children will be happy to spend more time with their parents and less time in crowded institutions. And I would guess, that all the overburdened teachers would also benefit, if our children spent less time in schools. Flexible working simply creates better work-life balance for the employees. Meaning that one of the long-term benefits could very well be a reduced amount of sick days and stress. If that happens, the positive side effects really start to kick in. And when employees are happy, they are typically more focused and more productive, which is of course good news for the companyâ&#x20AC;&#x2122;s bottom line. It is win-win-win. From my perspective, the only real risk of introducing flexible working is that it can become challenging for the employees to separate their work life from their private life. My colleagues and I avoid this trap by always respecting status markings on various digital platforms. It does not have to be any more complicated than that.

INSIGHT

Group IT Director at Skretting leads with compassion: â&#x20AC;&#x153;For me, true leadership is not about being in charge, it is about taking care of those in your chargeâ&#x20AC;? 35

INSIGHT

Hassan Skøien Group IT Director at Skretting 35 years old Education - Hassan Skøien has a bachelor's degree in Economics from The London School of Economics and Political Science.

Career - Hassan Skøien is working at Skretting as Group IT Director. - Skretting is part of the Nutreco conglomerate. Hassan joined Nutreco in 2012. - Before Skretting, he has worked as a strategy consultant at STEM Consulting and an associate at the Financial Services Authority (FSA) in London.

Private life - Hassan Skøien was born in Norway but has spent some years of his childhood in Pakistan, Jordan, and the UK. - Hassan Skøien has a wife with who he shares a daughter. - In his spare time, he loves to meet new people from who he gets tremendous inspiration and motivation. - Hassan Skøien also loves to explore new cultures and understanding different perspectives on life.

INSIGHT

CIO Magazine #2

2019

While developing on disruptive digital solutions to drive precision farming, Hassan Skøien puts a strong focus on creating the best working environment for his colleagues and team members in Skretting. How do you use digital solutions to

farming. Digital is helping to bring

What inspired you to work with IT?

support or improve your business

AquaSim to life by automating

at Skretting?

feeding and further improving

Truth is that I never planned to

farm performance. We see many

work within IT. I am really fond

In Skretting, we have the ambition

of our customers becoming more

of the quote by Steve Jobs, “You

to move beyond nutrition and

efficient as a result of unlocking

can’t connect the dots looking

adding value to our customers

the power of AquaSim by reducing

forward, you can only connect

in terms of farming and fish

dependency on labour, lowering

them looking backward.” So it

health. We are hoping to disrupt

their feed cost due to a decrease

kind of all makes sense now. It has

the traditional model of farming

in over-feeding, and optimising

been a rewarding journey for me

by leveraging on technological

growth.

to date with lots of learnings from

possibilities and unlocking golden

successes and mistakes alike. In

insights by being data-driven. We

What do your daily tasks consist

terms of the direction and speed

are very much at the start of this

of?

that the world is moving at, I feel

journey, but we have the right

that having spent part of my

foundation in place and an open

I find myself to be very fortunate in

career within IT will be an asset

mindset.

the sense that no day is the same.

for me as I continue to grow as a

There are always new challenges

person and professional.

What is special and/or important

and possibilities that are constantly

about AquaSim?

popping up. The three main focus

What do you like the most about

areas within Skretting IT in 2019

working with IT?

AquaSim is based on decades of

is to further develop our digital

research. It enables our customers

platform, implement CRM as an

For me, it is all about people. I love

to forecast the growth and

enabler for commercial excellence,

to see my colleagues and team

feeding of their fish/shrimp. It is

and to improve core processes so

members do well. What gives me

the engine that drives precision

that we are high performing.

the most energy is being able to

INSIGHT

- My CFO asked me “What is digital?” two years ago, and I found myself struggling to give him an answer. That led me to a personal journey to dig deeper and explore what is digital. During the CIO Executive Forum, I am hoping to share my experiences to date and hopefully instigate others to share their journeys.

Hassan Skøien

INSIGHT

- Skretting is the world’s largest producer of feeds for farmed fish and has production facilities in 18 countries on five continents. - The company was established back in 1899 in Stavanger, Norway. - Skretting’s head office is located in Stavanger and consists of 3,500 employees worldwide. - The company’s mission is “Feeding the future”. Skretting is seeking to meet the world’s rising food needs sustainably. - The current CEO of the company is Therese Log Bergjord. She has held the position in almost two years.

INSIGHT

CIO Magazine #2

2019

create high performing teams

its operating companies. It is

What is the digital/technological

through which people can realize

not about command & control,

tool that you are most fascinated

their full potential and grow in

but instead climate control:

with at the moment? And why?

the process. Every time I am able

creating the right environment

to open doors and create career

for people to excel and grow

I find Tesla to be a truly inspiring

opportunities, I get such a buzz.

with the company. It has a flat

company. Their approach to

For me true leadership is not about

organizational structure and

innovation is disrupting the

being in charge, it is taking care of

people shy away from announcing

automotive industry, which is

those in your charge.

grand titles. When interview

fascinating. You see the traditional

candidates ask me this question, I

carmakers now entering the

What do you see as the biggest

tend to tell them that I have often

electric car segment, but my

challenges in your industry within

seen our Group CEO empty the

perception is that Tesla is so far

IT?

dishwasher in the morning, and I

ahead of them. Tesla is changing

see their eyes light up. I feel truly

the way we buy and drive our

blessed to be part of Skretting.

cars. Tesla’s ability to update the

From my perspective, I see business and IT pulling further apart in many organizations. It is almost as if they speak two different languages. All these buzz words and hype don’t help. So for me, the challenge is to identify the right digital opportunities and the right moment, and doing it for the right reasons.

software of its vehicles with over-

"I think if you are humble and willing to learn, you can find inspiration all around you"

the-air updates is probably the one thing that makes the rest of the industry highly vulnerable to obsolescence. Where do you find your professional inspiration? I think if you are humble and

IT should not be in the lead but

willing to learn, you can find

should take a passenger role. The

inspiration all around you. My line

business should in my view be the

What would you like to achieve in

manager, CFO Skretting Group,

driver. Another challenge that I

the next two years?

has been a mentor to me and has

see as the Achilles heel of many

helped to direct me into becoming

big organizations is their inability

Within Skretting we are at cross

a leader rather than a manager.

to reinvent themselves: they are

point, whereby I feel we need to

His mantra, “Gentle in form, firm

too stuck in how they have always

make some tough decisions if we

in matter”, has helped me through

done things and spend immense

are sincere about achieving our

many difficult situations. He has

energy on internal politics. I think

digital ambitions. To date, in many

instilled within me a sense of

in the coming years we will see

ways, we have stagnated and have

humility and servant leadership

the demise of many household-

been happy to stay in our comfort

style, which I attribute to my key

name organizations and time will

zone. We need to be more daring

ingredient for success.

remember them as the Titanics of

and be willing to make mistakes.

our time.

We need more emphasis on faster execution and thinking outside of

You have worked for Skretting

the box.

from 2012 - 2014, and now you work at the company again since

Our decentralized approach can

May 2016 - what do you like the

be a strength, but can also be a

most about Skretting?

weakness. Having said that, I am optimistic that in the coming years

Skretting as an organization

as an organization we will continue

celebrates diversity and

to innovate and grow. We have

encourages entrepreneurship.

a good leadership team with a

It is a bottom-up company

sound strategy.

that emphasizes empowering

INSIGHT

Three pieces of advice 1) “Success comes from arrogance. Greatness comes from humility” – don’t let power go to your head. Don’t think you know it all. Be humble in your disposition and be willing to learn. Be open to new ideas and accept that you might be wrong. Listen to others.

2) “Keep it Simple” – don’t overcomplicate. Life is complicated as it is. Stay away from buzz words and fogginess. Strive to make IT simple to understand for your business peers. Encourage your business peers to be in the lead and be happy to take a passenger seat. 3) “Execution. Execution. Execution” – keep your feet grounded and roll up your sleeves. Focus on delivering on commitment and executing. Walk the talk. This will create goodwill and trust.

CMY

NUTANIX - EXPERTS ON CLOUD SOLUTIONS AND DATA STORAGE Our hyperconverged solutions gives you all the benefits the cloud can offer â&#x20AC;&#x201C; but at a lower cost and with more control. Meet us at CIO Executive forum in Oslo.

INSIGHT

Elling Rishoff

Senior Vice President & Director of Software Ecosystems at DNV GL 57 years old Education - Elling Rishoff has a Masterâ&#x20AC;&#x2122;s degree in Naval Architecture from the Norwegian University of Science and Technology.

Career - DNV trainee 1987-89, Head of Nauticus development 1989-2000, Managing Director DNV Software 2000-2009, Group CIO 2009-2017

Private life - Elling Rishoff has a wife and three kids - He is a sailor and likes to sail and compete sailing in his spare time - Elling Rishoff grew up in a suburb to Oslo called Asker.

INSIGHT

Director Elling Rishoff, after 31 years in DNV GL: “Connectivity is by far the biggest transformation” 44

INSIGHT

- DNV GL is an international accredited registrar and classification society headquartered in HĂ¸vik, Norway. - The company is the leading provider of risk management and quality assurance services to the maritime, oil and gas, power and renewables industries. - DNV GL provides services within healthcare, food and beverage, automotive and aerospace as well. - The company operates in more than 100 countries and consists of approximately 14,500 employees worldwide.

- The current CEO is Remi Eriksen. He has held the position since 2015.

INSIGHT

CIO Magazine #2

2019

Through the last 31 years Senior Vice President and Director at DNV GL, Elling Rishoff, has – through technology connected people and divisions around the globe. Now he is further modernizing the company with cloud computing and sustainable solutions for a greener world across the company’s five pillars. In 1956, DNV GL received Norway’s

customers, the market, the business

second computer. Why? Because

terrain; everything is becoming

had to invest in computing.

the company is a technological

more digital and so we have to be

What the company developed in

pioneer that already back then

pioneers in the digital world. Digital

the 1950s still plays a central role

knew how important investing in

is by far the best medicine if you

in the services that DNV GL offers

computer technology was.

want to do global business.

today. Although the technology has

Among DNV GL’s five main pillars

A running theme from 1956 to 2020

computer eras such as mainframe,

being “Maritime”, “Oil & Gas”,

The enormous mainframe

time server, and PC, the company

“Energy”, ”Business Assurance”,

computer which former employees

still assists customers with strength

and “Digital Solutions”, the digital

named “Nusse” weighed

assessment of e.g. ships, wind

pillar is both the most recent

approximately a ton and had

turbines, and floating windmills.

and fastest developing at DNV

two important tasks to fulfill; to

GL. The company’s digital skills

automate computer print for ship

- There is a running theme from

and software solutions support

surveys and to build the company’s

1956 to 2020 as we still excel at

business-critical activities across

first code to enable strength

strength assessment at sea with the

many industries – for ships,

assessment. According to Elling

assistance of computer technology.

pipelines, processing plants,

Rishoff, DNV GL were pioneers

Although the technology has

offshore structures, renewables,

already back then.

developed, the principles are the

been improved and adapted to new

electric grids, and smart cities. To

same.

stay competitive - digital is the way

- We were way ahead of our

forward, says Director of Software

competitors when we got the

And now, having stepped into a

Ecosystems Elling Rishoff.

early computers. The purpose of

new computer era, the Director

the company has always been

of Software Ecosystems is leading

- Digital Solutions has to grow faster

safeguarding, and our mission is to

the digital transformation from

than any of our other businesses

help industry sectors develop. To do

the current Windows server base

for us to stay competitive, that’s for

that, we need to be pioneers and

to cloud solutions. If you ask Elling

sure. We were a global business

specialize in high tech. Therefore,

Rishoff, the cloud era will create

in the analog world and now the

it was obvious for DNV GL that we

some of the most important global

INSIGHT

CIO Magazine #2

2019

digital solutions for DNV GL and

- I worked in Rotterdam, which at

in hours that normally would take

DNV GL’s customers.

the time was the world’s biggest

us days or weeks.

harbor. We had no real digital - Ten years ago, if you wanted to

connection, so instead, we used a

But it is not only the digital

establish a business in the far East

so-called “microfiche”. With that,

solutions for customers that keeps

it would take months to set up

we could zoom in and out to try to

Elling Rishoff happy in his work

storage, networks, and alignment.

communicate between Rotterdam

life. DNV GL has a significant focus

Today, we do the same tasks within

harbor and the head office. It is

on going green with the purpose:

days or maybe even hours. With

amazing to see how IT technology

“Safer, Smarter, Greener”. As a part

cloud computing, there are exciting

and digital solutions have enabled

of the corporate strategy, the digital

benefits such as easy storage

connection across companies like

operations are organized to improve

of large amounts of data and it

DNV GL in a relatively short period

processes towards a greener future.

enables us to tie the world together

of time, he says and continues;

in one cloud making it easier to

- What I like the most is to work

do collaborations with customers

- In DNV GL there are around 350

for a company that is putting

and partners across the globe. The

offices in 100 nations and with the

things into balance. We have

computational power is second to

assistance of technology, we have

many activities related to the

none.

one cohesive collaboration engine

sustainability agenda. We have

instead of a widely spread division.

3-4000 employees working with

Strengthening digital solutions

renewables and oil and gas. So,

is an important step in enabling

to be a small player helping the

collaboration, which is one of Elling Rishoff’s primary focus areas. He has been part of building an execution platform where employees across nations are connected. Connecting the globe Talking about connectivity, that is the biggest transformation the Director

"What I like the most is to work for a company that is putting things into balance"

society to develop and making sure there is a balance speaks to my heart, Elling Rishoff says and concludes; - We are quite lucky that we are working with different industries. We can contribute to avoid global warming and to find new

has experienced in his more than

sustainable ways of working. So,

three decades with the company.

the more we grow, the more we Passionate about innovation and

will have a positive contribution to

- When I started in DNV GL we had

getting things into balance

society.

fax and handwritten letters. Then

It was his passion for creating and

the Internet came with a lot of

inventing new things that got

connectivity, and with smartphones,

Elling Rishoff interested in IT. What

we are now connected at all times

inspires Elling Rishoff about his

and in all places. The way we now

work at DNV GL now, is to see how

communicate and share knowledge

IT enables new possibilities on a

has by far been the biggest

large scale.

transformation. - I saw how IT was key to creating Elling Rishoff reminisces to the

new opportunities and I love to

transmission technology in 1988.

invent, build and give life to new

At that time, connectivity was at a

things. For the last five years, we

completely different level. Today,

have worked very hard to design a

it has made the digital operation

supercomputer in the cloud that

that he is in charge of “one cohesive

will create much faster and better

engine”.

analyses to deal with wind turbines in the ocean space or a fire onboard a ship. It will help us do simulations

INSIGHT

- My speech will be about how we transform from basically a windows server and into the cloud paradigm. Our transformation plan consists of perhaps ten different dimensions taking part in the transformation and I will reflect on my experience, whatâ&#x20AC;&#x2122;s important and whatâ&#x20AC;&#x2122;s not important and so forth.

Elling Rishoff

INSIGHT

Three pieces of advice 1) Be clear on how to cope with security and scale. 2) Run your operation with different domain knowledge such as engineering, IT, and finance. 3) Create new insights using artificial intelligence.

The digital senses of the intelligent company Digitization has allowed all companies to communicate widely and quickly. The intelligent company of the future stands out by being able to listen and respond accordingly. Digitalization has not unequivocally boosted companies’ ability to listen to their customers. In many companies, digitization has been associated with savings and rationalization, when companies, for example, hide their phone numbers to pressure customers to use some digital touch point. The systems have evolved a lot, but they often seem designed to save money rather than create good customer service. On the other hand, it is also pleasant that you as a customer can solve a standard task very quickly with a self-service, where the company immediately has your data and your buying history. “Many digital solutions do not flexibly meet the needs of the individual customer type, the individual inquiry and the individual person. The next wave of digital solutions is getting to know us better and shaping itself more flexibly to our needs. Both as a customer and as an employee in a workplace,” says CEO Jørn Bo Jacobsen from SAP. “In the future, the intelligent company will use data and gather knowledge to deliver as good customer experiences as possible. This means that it will automatically and more flexibly listen and shape according to the individual. If an inquiry is a little out of the ordinary, a person may need to come in to help the customer, but it may also be that a chatbot is the optimal help. But when you know, that I just had a bad experience with the chat bot, then maybe I should be directed to a customer service person immediately the next time I make contact,” he says.

Operational data and experience data

Historically, companies have mastered all the operational data related to production, finance, logistics and so on. Now companies also have data on the experiences of individuals.

sages. Sales and marketing have tailored an outgoing monologue based on the rationale of communicating the most for the same or less money. Instead, the intelligent company collects real-time data about its customers in every way possible to translate this knowledge into good dialogue. Customers communicate with their behavior and expressions, and the intelligent company listens and responds!”

Digitization in two tracks

CEO Jørn Bo Jacobsen

“I am not only thinking about questionnaires and focus groups, but online data from the interaction with the individual customer and unstructured data from social media, for example. The intelligent company uses these data in real time to provide a tailored service,” says SAP’s CEO in Denmark. One effect of mobile, social and digital technologies is that the ability of people and businesses to express themselves has grown much faster than the readiness to listen and gather feedback. We monitor with a relatively cool metric how the message reaches hundreds, thousands or millions of recipients. But how do employees and customers react to this message storm? “We need to listen with much more precision and detail, and the digital technologies are now well suited to provide a kind of “sensory device” for the company. Historically, we have focused on becoming more proficient at sending and expressing mes-

Businesses need a unified approach to using data according to SAP’s CEO. The holistic thinking must be driven by a desire to deliver good experiences to people, and this will give the company many fans with customers and employees. The overall approach is about gathering data and getting it to work, and it must be matched by a decentralized empowerment. People close to customers have more empathy with customers and their knowledge should be the engine of the good customer dialogue. “Many companies have to work with technology in two tracks. One track is business-as-usual, which is about supporting everyday operations with IT systems that work. These systems must at the same time reorganize and optimize to support new digital business models and operating models,” says Jørn Bo Jacobsen. “In the second track, the company must innovate and develop tomorrow’s way of using data. Currently, resources are being moved from the first to the second type of work. Much of this innovation is about experience data. We need to use our knowledge of the individual customer’s behavior, preferences, needs and specific situation to create good dialogue and good customer experiences. It will be a focal point for the intelligent business.”

Need to accelerate your digital transformation? Implementing a digital business strategy can be tough. But it doesn’t need to be hard. We’ll lead you the way: With our joint forces we accompany customers in the realization of sophisticated solutions along their entire value chain. Allgeier Enterprise Services, being among the most powerful SAP full-service providers in Europe, and Nagarro, a global technology consultant for digital disruption, exploit with you the opportunities that digitization offers. Let’s accelerate your digital business strategy together and drive technology-led business breakthroughs!

Michael Møller

Kim Øgaard Pedersen

Director Nagarro michael.moller@nagarro.com

Sales Director Allgeier ES kim.ogaard@allgeier-es.com

www.nagarro.com | www.allgeier.com

INSIGHT

EQUALS SHARING

twoHundred Denmark ApS info@twohundred.dk / Kalkbrænderiløbskaj 6A, 2100 København Ø

Magazine #2

2019