IT operations were identified as an integral part of Vapo’s business, but an internal IT governance maturity revealed that the rest of the company felt little benefit from IT. This highlighted the importance of developing competences within the IT team.

Sofigate Business Technology Academy’s change programme set out to increase Vapo’s IT unit’s expertise readiness to support a changing Vapo. The programme also sought to clarify the management models, processes, roles, and responsibilities of Vapo Group’s IT unit and to create a centralised “ICT 3D” management model (Demand, Development, Delivery model).

The knowledge base and skills of Vapo staff have grown, and new operating methods are now familiar throughout the organisation. As a result of the programme, Vapo now has coherent IT management, common processes and practices, as well as actionable goals.

Vapo promotes clean, water-efficient local food production; the supply of local fuels; heat, power and steam solutions; and develops new products to clean up environmental pollution. Vapo is becoming an increasingly technology-driven organisation, which means that its IT management needs to stay a step ahead. That’s why Vapo and Sofigate joined forces to launch a competence development programme to improve the Information and Communication Technology skills of Vapo’s staff, and to ensure that the IT function was integrating effectively with the rest of the company.

NEW STRATEGY CALLS FOR NEW IT SKILLS

Traditionally, Vapo has been known for its promotion of peat as an energy source. But as it continues transitioning towards low-carbon emission solutions, the company is developing new, more energy-efficient and sustainable alternatives.

In 2018, Vapo overhauled its strategy and organisational structure. Previously a holding company, its operations were consolidated under a single group. It also established an IT unit responsible for the company’s IT management. These changes made it necessary to upskill staff to ensure that they were prepared for the new demands of their jobs.

“Through the reorganisation, we realised that IT operations are increasingly at the centre of all aspects of our company. Vapo’s transformation strategy relies heavily on improved IT services. Customers and markets are also always looking for better, cost-effective and innovative digital services,” says Jukka Holm, Chief Information Officer at Vapo.

In 2016, Vapo conducted an internal IT governance maturity analysis that emphasised the importance of IT competence development. The analysis found that the rest of the company felt little benefit from IT, highlighting the importance of developing competence internally.