Customer Day: Adapt and thrive in the digital-first world

Joel Davis / March 6, 2018 /

In the second of our special customer days held together with our partners Ismotec, we see that organisational evolution is the key to successful Digital Transformation. 

The event was once again held Löfbergs Hockey Arena in Karlstad, and was joined this time by Cramo, Würth, and Consilium who shared their Digital Journey experiences.

The day kicked off with networking lunch with Stefan Larsson, CEO of Karlstad’s hockey team Färjestad and served an introduction for the day’s seminars. As Charles Darwin said, “It’s not the strongest of the species that survives, it’s the one that is most adaptable to change.” Digital Transformation affects every organisation in every sector. In response to this change, organisations must evolve to think and operate differently.


Organisational change was definitely the theme for the first presentation; “API Focused Integration” with Linda Thurfors and Pontus Österholm, Solution Architects from Swedwise.

The IT department has long been known as a “Centre of Excellence”. But in order to meet new challenges, Linda and Pontus argue enterprises need to take a different approach – one led by API connectivity based on reusable capabilities. This approach enables IT consumers outside of IT department to leverage IT assets to the organisation’s advantage.

Gartner describes APIs as one of the most important aspects for the success of the digitisation process. With well-designed, well-managed APIs, organisations can make better business decisions quickly; whether it’s a new sales channel, new marketing campaign, a new product enhancement, or new partner portal. You can see APIs much like blocks of Lego that can be used to build different services. And if you connect these building blocks together, you can create network of interchangeable functionality;  an Application Network of sub-functions, or applications.

However, the underlying key to the successful management of APIs is an organisational one. Pontus and Linda encourage IT teams to start to see themselves as a “Centre of Enablement” (C4E). A Centre for Enablement is asset-oriented and consists of reusable assets, core processes, more defined organisational roles, and agile practices.


To simplify what a C4E is and how it differs from traditional IT and CoE, Pontus and Linda used the analogy of a supermarket and the automation of cash registers, where customers pack and then pay for goods themselves  but can ask for assistance from staff when there’s a problem.

Traditional IT support/department can be seen as the usual human driven cash register. Each cashier has one person and gives the consumer a high level of service. But if there is suddenly an increase in capacity, it can be difficult to meet demand as it requires more personnel – at more cost to the organisation. The Self-Payment cash-registers on the other hand, can be seen as one node in an Application Network and C4E: Once different departments (the self-service cash registers) have reusable assets, they can run the delivery of the project themselves and only need rely on the IT department (C4E) if there are technical issues that require additional expertise.

The key to successful implementation therefore has as much to do with organisation, as it has with technology. With clearer ownership, roles and responsibilities, integration projects can be realised faster through reuse and self-service. Technology-wise, since reusable assets have built-in governance and security from the start, there is ensured compliance and higher delivery quality as a result of building on existing templates and APIs.

Pontus and Linda encourage IT teams to start to see themselves as a “Centre of Enablement”.

Lastly, Pontus and Linda recommended that the move to a C4E should be done step-by-step, and with a clear strategy and roadmap. The investment in the C4E pay-offs as integration becomes an IT core competency. It’s also entirely possible to drive a ‘two-speed’ innovation approach that supports innovation, even in the face of legacy B2B/EDI technologies.

Next up was Ismotec’s first presentation, “Monitoring in combination with Support and Operations”, which continued the integration theme. Nicklas Andersson and Linus Wikander, both Integration Architects looked at what integration challenges stand in front of IT departments when it comes to monitoring, support and operations.


After a short coffee break, it was time to take a voyage with Jonas Olofsson, Global ERP Responsible Consilium Marine & Safety AB in a “Digital Journey to Sea”.

With 60+ offices in over 30 countries and 900+ employees, Consilium are the global market leader and leading supplier of fire and gas detection in the marine industry, as well as a leader in the transport and construction segments.

Jonas presented which projects are prioritised for the business now, and where they are going for the next two years as part of their digital strategy for “Consilium 2020”. Recently, Consilium invested in the content platform OpenText Content Server. OpenText Content Server is the core content repository and foundational document management technology for the OpenText Enterprise Content Suite Platform.

The solution allows Consilium to establish information security and governance for all content and all business processes across its organization, by securing and storing it throughout its lifecycle. This includes central archives with metadata management, version management, records management as well as search and reports management. For Consilium, this means enterprise-control of document-intensive processes both locally and globally with secure and easy to access, whilst taking control of risk and costs.

With such a robust digital platform in place, which is incidentally in this case is provided with basic data from Infor M3, Consilium has a foundational document management platform to help achieve success through Digital Transformation. It’s worth noting here that their option of OpenText Content Server is also uniquely positioned to help achieve GDPR-compliance and further efforts towards successful digital transformation. If you are an M3 user, don’t miss the chance to see Jonas once again at this year’s M3 users “Working Together Conference”.

IoT and digital tools

The next presentation was “Borås to Amsterdam Or From Ad-Hoc to Strategy” with Line Borgö, ICC Manager at Cramo. This reminded us once again of the critical success factors for enterprises in their digital journeys. Cramo is one of Europe’s leading companies specialising in provide rental solutions to construction companies as well as customers from other industries in the public sector and private sectors.

Digitalisation is clearly a trend in the construction industry that’s driving innovation. Megatrends such as increased energy efficiency requirements coupled with the impact of the Internet of Things (for example tagging rental machinery in order to track, as well as know its current status and when it needs replacing), contribute to underlying drivers that place Cramo in a unique position to benefit from the new realities.

Together with Ismotec, Cramo have created an ICC – Integration Competence Centre – focused on value creation rather than getting stuck in issues relating to on-going IT operations.

The evolution of value creation – now in the Age of the Customer, means empowered buyers demand a new level of customer care. It’s therefore important for Cramo to ensure they create digital value in everything they do from creating value through e-com solutions, to reaching and engaging with target audiences in social media. None of this can happen without an extensive 360 digital transformation strategy.

Building the right team and organisational practices is paramount. Together with Ismotec, Cramo have created an ICC – Integration Competence Center – focused on value creation rather than getting stuck in issues relating to on-going IT operations. By focusing on supporting the business identify new competitive advantages, IT together with Cramo’s own Digital Transformation Team help drive innovation while providing the best development environment possible.

The Age of the Customer

Göran Asplund, Senior Consultant Swedwise was next up with “Customer Experience Management“. If you are unfamiliar with the term, Gartner defines Customer Experience Management (CEM) as the practice of designing and reacting to customer interactions to meet or exceed customer expectations and thus, increase customer satisfaction, loyalty and finally advocacy: the most valuable form of advertising there is. Done right, CEM can help boost revenue, improve customer loyalty (and create advocates) and lower costs by reducing customer churn.

But how did we get here? You can look at any number examples of disruptive technologies like Uber or Netflix to understand how they have changed customer expectations. Today’s consumer expects a rich media experience, tailored towards their tastes.

Göran Asplund, Senior Consultant Swedwise guides us through Customer Experience Management.

This is why we increasingly see companies adopting an Omni-channel strategy to their communications, which include emerging types of data – social media, video, RFID, sensor, geo-location, etc. This is tied together with cross-channel coordination in order to interact with customers in the right place, and at the right time. With 5G roll out around the corner, this will only drive further the need to create rich communication experiences for customers.

To achieve such experiences, Göran suggests OpenText Experience Suite with Content Server to break down information silos into a centrally managed repository. This can be supported by DAM or Digital Asset Management, to help manage all the rich media. Lastly, in order to deliver your communications, the OpenText Exstream platform can transform your communications into a dynamic tool that allows you to automate and optimise communication and document processes to provide relevant and personal information for the recipient, in any format via any channel – in the right place, at the right time.

Implement, inform and Integrate

The final presentation for the day stayed with the customer in focus.  Christer Andersson of Würth Sverige  presented “Implement, Inform and Integrate”. Würth is a combination of a logistics company, a service company and a sales company. The Würth Group is world market leader in its core business, the trade in assembly and fastening materials. It currently consists of more than 400 companies in over 80 countries with more than 66,000 employees.

Their customers place increasingly high demands on simple, integrated, comprehensive solutions that save them time so they can focus on their core business. With the marketplace demanding services where efficient IT processes part of the offer, Würth have adjusted their E-commerce communications solutions accordingly to meet customer-driven demand. In order to support their operations in Sweden, Würth have also adopted a slim-lined but highly competent IT organisation. The highlight of the presentation was a great video, which demonstrated positive effects of digitalisation.

With the day drawing to a close, it was time for a drink and mingle in the bar followed by a great dinner where we were joined by Maciej Szwoch Goal-Coach for Färjestad BK. Maciej explained how a new camera system, which had previously only been used in the NHL, captures everything that happens on the ice during a match. Färjestad BK then analyse the data, which is produced to spot opportunities where the players can improve their game. We then had the chance to see if such data collection worked by being invited to watch a hockey match from a VIP position in the arena. The result? A win for Färjestad BK.


To sum it up, if I had three things to take away from the day it would be this:

1. To embrace Industry 4.0, companies have to be able to collect, integrate, interoperate and analyse data from all relevant sources – from the ERP system to the IoT sensor – to customer feedback on social media. But to successfully transform, it takes more than changes in technology. People and processes have to change too.

2. Create a dedicated digital team. It’s essential that your team must also have the correct mix of people, including those who understand ”why” you are transforming (what you hope to achieve). The team must have the experience needed to implement all types of processes, technology and business changes required to make digital transformation a success.

3. Digital Asset Management can make your job easier. DAM allows organizations offers companies an opportunity to create a single version of the truth by creating a central, secure and accessible system of record to enable effective discovery, managing, tagging, curating and optimising of all digital assets.


If you would like more information on the presentations shown, or have any questions please contact Roger Wall, Swedwise, Tel: +46702-79 99 71 Email: