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NNIT Expectation Barometer 2019 - Digital at Scale

Just like schools of fish are far more agile, resistant and fast moving than solitary fish, companies that manage to implement a digital mindset throughout the organization and scale digital initiatives are the ones that prosper. That is why our Expectation Barometer 2019 is all about Digital at Scale. 

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Your digital strategy will only survive if it is visible – throughout the whole organization

Having a digital strategy is a prerequisite for a successful digital journey – as long as the strategy is ambitious, well-founded, and has clear KPIs. The strategy and its performance metrics should also be clear to all layers of the organization.

Read the article here

Perhaps we will become a software company... with Jonas Dan Jørgensen, CIO, Copenhagen Airports

As CIO of Copenhagen Airports, Jonas Dan Jørgensen oversees the digital wellbeing of a bustling travel hub that is home to 700 different companies and serves 70,000 passengers on an average day. His goal is to have a digital component in every single business element.  

Read the article here 

Our ambition is to have customers with us from the start with Torben Høeg Bonde, CIO, Nilfisk

Customer involvement is right at the centre of Nilfisk's digital strategy, as it is key for the company to meet the wishes and needs of its customers when developing new technologies. This creates new ecosystems, explains Torben Høeg Bonde Bonde, CIO at Nilfisk.

Read the article here



Customer experience is at the top of the agenda - but are the neccesary conditions actually in place?

Companies will especially use their digital business strategy to create (even) better customer experiences. It is time to make sure the necessary conditions, such as customer journeys, are in place. 

This is revealed in the results of NNIT's Expectation Barometer 2019. Do your customers experience a personal touch and on-demand presence in their contacts with your organization?

Read the article here

Partnerships - an alternative to reinventing the digital wheel with Jan Topp Rasmussen, CIO, Bang & Olufsen

The old phrase “unity makes strength” is a great description of the Danish design icon Bang & Olufsen’s digital transformation. While the company itself focuses on continuously pushing the boundaries of audio-design they simultaneously rely on partnerships to both improve time to market and access to the latest technological trends.

Read the article here

Being serious about digitalization not only frees up internal ressources - it increases your customer value

The Danish bank Spar Nord is reaping the benefits of digitalizing processes and has slashed the processing time for customer cases from 14 days to a matter of minutes. But the journey has just begun and ahead lies several challenges, both internal and customer-related. And they need to be addressed with digital means to achieve the bank’s full, digital potential, says CIO Ole Søholm Jensen.

Read the article here


The human factor can be the difference between digital success and failure

The transition from successful pilot project to new practice in an organization is in no way an easy task. One thing is whether the technology is actually scalable and can work with the rest of the IT landscape – and quite another thing is the human factor.

Read the article here


Common ground is essential for digitalization with Elo Bromer, CIO, Danish Crown

As CIO, Elo Bromer is responsible for realizing the full digital potential of Danish Crown in an industry that is still manual in many respects. He emphasizes the role of standardization as the foundation for digitalization and the importance of being concrete about how new technology affects the users work processes.

Read the article here


Agile organizations need time to succeed – and backing from senior management

In many established companies, digital scaling stands in contrast to the existing legacy organization that has been built up over decades: A legacy that is not just a matter of older on-premise IT systems, but also of rigid structures and established ways of tackling tasks.

Read the article here

Going agile has cut Arla's digital go-live time in half with Torben Fabrin, CIO, Arla

From robotics in the administration to virtual assistants ready to chat over Skype, digitalization is everywhere in Arla. Data from a myriad of sources are crunched in an analytics powerhouse, which among other things has cut the time it takes to predict milk intake from three weeks to one hour.

Read the article here

We have outsourced significantly to be more agile with Claus Thomsen, CIO, Lundbeck

At Lundbeck, CIO Claus Thomson has reduced his own IT team to a skeleton crew. This gives Lundbeck the flexibility to quickly shift priorities and focus on the digital projects that provide the best value.

Read the article here


Legacy is not an insurmountable barrier to agility

Legacy-IT causes a lot of gray hair and headaches among IT professionals – and at management level in general. In NNIT's Expectations Barometer, which in 2019 focuses on Digital at Scale, more than 36% of respondents highlight legacy as one of the major challenges in relation to the scaling of digital initiatives. 

Read the article here


Region H pushes the boundaries with new technology with Torben Dalgaard, CEO, Centre for IT, Medical Technology and Telephony (CIMT), Danish Capital Region.

There are a great number of benefits in implementing new technology into public sector workflows. But it does require a willingness to explore all the options – especially when the regulatory framework is not yet in place, according to Torben Dalgaard, CEO of the Capital Region of Denmark's almost 1,000-man Centre for It, Medical Technology and Telephony Services. 

Read the article here


The small valuable ideas are the key with Søren Bekker, CIO, Octapharma

At Octapharma, VP of Corporate IT Søren Bekker constantly measures the digital ambitions against the regulatory reality and constraints of the pharma industry. Instead of revolutionizing the game, Octapharma focuses on the day-to-day opportunities for innovation and on optimizing the collaboration between business and IT.

Read the article here


You can still take the test and get: 

  • Your Digital at Scale Score

  • Your Benchmark map

  • 10 Digital at Scale cases from selected CIOs

  • Expectation Barometer report on Digital at Scale insights and trends

Take the test here


Webinar: Digital at Scale

Watch our webinar on Digital at Scale where Brian Troelsen presents the results from the Expectation Barometer 2019. 

 

 

Birgitte Barslund+45 3077 8160bibn@nnit.comMarketing Manager https://www.linkedin.com/in/birgittebarslundBirgitte Barslund

 

 

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Going agile has cut Arla’s digital go-live time in halfhttps://www.nnit.com/OfferingsAndArticles/Pages/Going-agile-has-cut-Arla’s-digital-go-live-time-in-half.aspxGoing agile has cut Arla’s digital go-live time in half
Agile organizations need time to succeed – and backing from senior managementhttps://www.nnit.com/OfferingsAndArticles/Pages/Agile-organizations-need-time-to-succeed-–-and-backing-from-senior-management.aspxAgile organizations need time to succeed – and backing from senior management