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…