From complexity to pace

The company’s internal IT function had for a long time focused on core IT, technology, and operations from primarily an operational perspective. The work was centered on ensuring stable day to day delivery rather than driving forward looking development based on an overarching strategy. A significant portion of the budget was allocated to support and maintenance, limiting the scope for initiatives that could strengthen business processes, enhance the customer experience, and address emerging market needs.

Two external vendors had for several years been entrusted with key parts of the system landscape. Over time, additional customizations and solutions were introduced, but without a coherent architectural framework or a clear long term target aligned with business and customer needs.

As requirements evolved, the vendors also began delivering solutions beyond their original core areas. Decisions were often driven by short term needs rather than by overall coherence and future scalability.

Over time, this contributed to a structure where solutions were implemented on less suitable platforms, resulting in overlapping functionality and increasing complexity. The outcome was growing technical debt and an IT environment that was cost intensive and difficult to further develop.

The company carried out a comprehensive transformation of its IT function, shifting from a traditional operations and project oriented organization to a more forward looking, iterative, and needs driven model.

The organization was reshaped with an increased use of external partners and clearer business governance. Priorities were shifted from internal IT logic to the needs of the business and its customers.

Costs were reallocated from infrastructure, support, and technical debt toward the development of digital services, integrations, and automation. At the same time, legacy environments were phased out in favor of cloud based solutions and modern technologies. Vendor agreements and architectural principles were reviewed to ensure long term structural stability and alignment.

A new IT strategy was established with a focus on cloud, zero trust, and continuous digital development. The web platform was rebuilt and relaunched on ndigital Core, an open source based development platform enabling rapid and iterative delivery.

The transformation has reshaped both the cost structure and the conditions for development. Resources previously tied up in infrastructure, support, and legacy solutions have gradually been redirected toward digital development and business focused initiatives. This has created a clearer link between IT investments and the company’s strategic objectives.

At the same time, the technical environment has been simplified. Reduced complexity and more deliberate technology choices make it easier to prioritize effectively and implement change as needs evolve.

The increased clarity has led to a higher pace of development. New digital services, a new web platform, and more efficient integrations have strengthened the customer experience and improved support for partners and agents. Automation of key processes has also freed up internal capacity.

As a result, IT has taken on a more defined role in the company’s continued growth and now acts as an active enabler of business performance and customer value.