Case Lindström
A digital transformation starts with people, not tech
Lindström used Sofigate’s Business Technology Design method to ensure the company’s strategy process was being led by business objectives and not siloed into operational functions
Like all forward-looking companies, Lindström had a digital strategy. But like so many companies, they had a sneaking suspicion that they were not looking at things from the correct perspective.
“Our digital ambition was set exactly in the right place: we knew we wanted to disrupt our entire industry by building a digital service element that would bring us closer to our customers. The problem was that we were constructing our digital strategy on technological building blocks – not on business objectives.”
Galith Nadbornik, CIO of 170 year-old European textile service giant Lindström, realised that the strategy process needed to be flipped around. Successful execution of the strategy would not be possible before Lindström’s business and IT spoke a common language and worked towards common goals.
“When a company undergoes a digital transformation, it is often tempting to jump straight from ideas to technological functions. I know how much easier it is to talk about getting a new CRM tool than it is to talk about re-evaluating the global sales process. But in reality, Business Leads own the company’s digital transformation process, not the CIO,” Nadbornik says.
Getting Lindström’s Business Leads and IT onto the same page was the challenge Nadbornik was facing. Luckily a trusted partner was ready to provide tools and methods to support the journey.
PEOPLE BEFORE TECHNOLOGY
Sofigate’s Business Technology Design is a strategic method of ensuring that transformation does not get stuck in operational silos but involves all relevant business and technology stakeholders hand in hand in the process.
“A big lesson for us was to organise tasks by topics, not by teams. It doesn’t matter if it is HR who have a brilliant idea about Finance. What matters is the result, and cooperation is the key in achieving that,” Nadbornik states.
The BTD process starts by documenting and laying out a company’s strategy in a visualised form, then analyses and workshops through the skills and capabilities the company needs to execute the strategy, and only at the last stage forms a recommendation of the technological solutions needed to support the human capabilities at the centre of the transformation.
“I think it is very useful to have an external partner at the beginning of a transformation process to give guidance and courage. An outside party can efficiently neutralise the anxiety associated with change in an organisation. But as the Business Technology Design work goes on, people get more and more emotionally involved and eventually take the lead,” Nadbornik says.
Through the Business Technology Design method, Sofigate’s consultants are able to take a holistic view of a company’s strategy. In Lindström’s case, Sofigate planned and facilitated workshops, produced templates and presentations, arranged necessary training, organised and supported internal communications and documented a platform strategy.
“Sofigate’s model is clear and simple. Our company culture values practicality, and the results of the Business Technology Design process were practical and concrete enough so I could present them to the executive level in a format they could endorse. Business Technology Design bridges the ambition between conceptual thinking and practical next steps,” Nadbornik muses.
“YOU ARE HERE”
One of the most valuable results of a Business Technology Design process is the Business Capability Map. The map is a visual tool that ensures business and IT work together and speak the same language.
“Everyone in an organisation wants to do a good job, but not everyone intrinsically understands how their work impacts others and how they can have a say on where the organisation is heading. The Capability Map is like the red dot on a map saying ‘You Are Here’. It sounds simple but knowing where you are is a huge power!” Nadbornik says.
Now the groundwork is underway, Nadbornik and Lindström are prepared to take the next steps in the company’s digital transformation.
“I’m confident we have a good start with the capability map and we can now communicate effectively with all stakeholders globally. Next we will integrate into the strategy work with a next-level breakdown of our digital ambitions. Transformation is not a project, it’s a process. Talk to me in six months and things will be different again!” Nadbornik concludes.