IT-transformation & procurement

SKF Motion Technologies

Objectives achieved: Carve-out, building a new company, procurement & sourcing of IT- services (Infrastructure, end-user, Office IT, Security, Service Desk, Enterprise Management, Integration & Application/System), established mutual beneficial commercial and legal agreements

• SMT was acquired by Triton, procurement involved all global factories and sales offices, 1500 employees located in 17 countries, resulted in a strong commercial and financial agreement with suppliers

• Performed market analysis, short-list, functional requirements, evaluation, contract negotiation & implementation - including defining SLA & KPIs and Service Management

• Due to the criticality in the components, in the Functional Requirement phase as well in the negotiation phase, the focus was on Data Communication and Infrastructure (as those two components were considered as most critical for all other IT-components)

• The whole program was run in a "Scrumban" order, taking advantage of the agile mind-set causing quick and dynamic decisions

Objectives achieved: Established a global IT Strategy aligned to business strategy, liaised IT with business, improved delivery capacity, implemented corporate financial management as well as dynamic governance keeping momentum in entrepreneurship aligned with heavy expansion through heavy organic growth as well as M&A

• Managed 11 direct reports whereof 7 Delivery Managers addressing needs to multiple sourcing vendors, cross functionally organised globally

• In his role Magnus was responsible for reorganising the IT-department from decentralised to a central IT-organisation. As a part of that reorganisation, he was appointing Service Delivery Managers being able to understand the business needs. The SDMs were physically located in each department responsible for a business process, creating a federated and pragmatic interaction to facilitate needs all over the world, where concerns were solved in a very agile manner

• Worldwide IT services were delivered into "Fingerprints" through sourcing partners. Development of core business and processes remained within the company

• Implemented a sourcing delivery-model, IT-spent was reduced with 50%, still with negligible deterioration!

• Strong stakeholder to suppliers while implementing a Customer-oriented support delivery o Performed audit of Supplier's delivery models, security maturity and other key components (i.e. Infrastructure and Data centre, support & maintenance processes) o Information-, system-, application management, infrastructure & support delivery worldwide, was implemented as a SIEM-solution through prime sourcing partner o Requirement specification, negotiation and auditing of new Data Centres located in two different countries, including negotiating (W)LAN & MAN/WAN

• Incident-, Change- & Release Management processes as well as Financial control, Service Level & Customer Relationship Management, were re-engineered

• Implemented an agile project model identifying functional requirements, project kick-off, delivery and hand-over to support/operations, including SLA & KPIs - projects were still owned and managed by Fingerprints

• In the work of reducing cost but keeping or leverage quality, Magnus initiated and facilitated automation & digitalisation of i.e. web-shop, CRM-, Finance- & HR-processes, implementing cloud services supporting the processes

• As owner of all IT-systems, he was strategically involved in Steering Groups and projects

• Negotiating and purchasing a number of new services, critical systems and Data Centres, renegotiating licenses and support costs with very good result

• International recruitment to local IT-organisations

• Staff lay-off due to business changes

Objectives achieved: Established global IT Strategy, business-IT liaison, improved delivery capacity, financial-/cost management as well as dynamic governance keeping momentum in entrepreneurship aligned with heavy expansion. Happier co-workers and improved vendor relations

• Managing 13 direct reports whereof 4 team leaders, globally organised

• Information-, system-, application-management, infrastructure and ServiceDesk & support worldwide (including Workplace, Office IT & telephony)

• The company was maturing thus needed better structure and control - to become an industry - changing focus to a rather cost-benefit oriented company where investments required an ROI-reasoning. In Magnus' assignment it was clearly stated that IT-costs had to be more business-oriented thus he created a project-/investment-model where investments were based on business decisions. Going from a "everything is free" to a more cost- conscious mind-set caused frictions and frustrations in the organisation thus he showed active presence discussing and explaining decisions taken

• In order to optimise cost-spend, thorough negotiations with vendors were performed and a clear vendor strategy was defined, assisting all global offices with IT-procurement and services o By that he was responsible for purchasing development software and systems (global R&D), showing his strong negation skills

• In the work to deliver more effective processes, Magnus appointed Service Delivery Managers close to each business process, supporting Business Units in an agile mind-set aiming for a DevOps framework

• As a part of the reorganisation of his department, there were a number of employee- challenges that needed to be resolved. Through determination but yet caring for all involved, the outcome was very successful

• As the company was globally separated, it was crucial to ensure that the ERP-systems were aligned and data was available to a consolidated repository. The core business was on-line games thus figures and numbers were supposed to be compiled and structured in a way to be analysed - BI and deep-learning became an essential part of the business - providing insights as a service to Customers offering the games to the end-users (KYC was established as a mind-set through the whole organisation)

• An agile project model was implemented to keep track on what to be delivered and cost spent as well as handing over to maintenance in a controlled manner

• In order to create internal structure, he initiated a development program related to Incident, Change & Release Management, implemented Financial, Service Level & Customer Relationship Management, followed up by SLAs & KPIs, enabling control on expectation management, process-oriented delivery and financial matters

• Looking at his previous experiences, he was also engaged and facilitated process development of CRM-, Finance- & HR-processes to automate processes through digital tools and systems, but the implementation of solutions where managed by sourcing partners

• In the journey to become a "next-gen company" he coached team leaders, IT-staff and stakeholders implementing structured delivery - even outside his own department

• Magnus was also sponsor for all IT-projects, such as establishing a new Data Centre, including functional requirement definition and negotiating of both LAN & WAN/MAN- services and regional redundancy

Objectives achieved: Establish understanding of the enterprise needs and transform them into IT-strategic and operational measures, act as transformation agent

• Managing >120 heads, 6 direct reports, 200msek operations, 100msek investment

• As Magnus' interim assignment as Operations Manager resulted in positive results within a short time-period, he later was appointed as Interim Director of IT that later was changed to a permanent role (at the discretion of the employees at the IT-organisation)

• In that role Magnus continued the work he started as Interim Operations Manager but at a larger scale, involving business-IT in the work interacting with Customers, coached managers in their new role managing a service-oriented delivery focusing on Customer- oriented services

• Together with stakeholders identified business processes where information systems could cause best leverage and by that actively support business development and digitalisation o As an outcome of the needs and expectations, new services were defined in conjunction with the business, requiring new investments in order to reduce costs

• Magnus was still very involved in Customer interaction and also appointed as advisor to different business units in the work of developing their own services

• To keep control of needs and expectations, he established a Customer Relationship Management model to define needs

• Magnus established a new IT-business model, delivery model and organisation to meet business needs and expectations, followed up by SLAs & KPIs, as a foundation to transfer the services to a sourcing model, managed by external vendor o The organisation implemented to support the above managed Governance (EA, Project & Process Management, Information Management, Test & Quality Centre) and Applications (Production & Business applications) o Infrastructure and Support was already reengineered in my previous assignment, but also needed some extra adjustments

• An agile project model was implemented to identify functional requirements, delivery expectations, implementation, verification and hand-over. That model involved a governance team consisting of enterprise and IT-representatives (COBIT/PM3), that assumed responsibility for needs and costs (maintenance and investments)

• In his new role he managed supervisors, recruitment, identifying enterprise needs, established a Service Management approach managing Service Level Agreement and expectations

• Initiator of several major business/IT-projects aligned to enterprise needs, i.e. digital transformation of existing processes, involving ERP re-design, established a business- oriented analytics process that resulted in a EDW/BI-project, HR-process were re- engineered, all built upon identifying enterprise processes before implementation

• Being a member of steering committees for governance and projects was a natural task for me but I also delegated that role to some of my direct reports in order to create redundancy as well as develop them as leaders

• At the end of his assignment he launched a sourcing strategy involving external partners and a few years after he left, the IT-organisation was outsourced to an external partner

(Sweden's 4th largest utility company), 1,5 years • Objective achieved: Establish business relation management and process-oriented IT- delivery, develop existing and new services according to the Enterprises' needs • 15 heads, 50mkr operations, 20mkr investment • In the first phase, Magnus established a Customer-driven dialogue. Understanding expectations, he created a strong understanding among team-leaders of the journey from technology-driven IT to Customer/End-User-driven IT-services • Together with Senior Management Team-representatives, actively meet stakeholders to discuss needs and expectations on a mutual basis (expectation management), resulting in a number of programs, i.e workplace replacement, security process & services upgrade, Service Availability improvement, digitalisation of staff on- & off-boarding, dramatically reducing on-boarding lead-time! o All projects were financially secured and approved with short-term from definition to decision! • Redesign of local Data Centre, establishing a redundant Data Centre • Established Incident, Change & Release Management processes as well as SLA & Finance Management • Improved relationship management with stakeholders Göteborgs Stad, Intraservice (Sweden's 2nd largest municipality containing 600'000 residents), 1,5 years • Objective achieved: Establish Incident, Problem, Change & Release Management processes, develop and strengthen Operations team to achieve goals, migrate infrastructure from other administration departments • Initially Magnus was engaged as Change Manager, working with internal processes and especially human change according to new ways of working. As a result of the above very positive outcome, he was appointed as: o Interim Manager Infrastructure, 40 direct reports, 5 team leaders, including 24/7 on-call • As Magnus was eager to understand Customer's needs and expectations, at an early stage he conducted workgroups where stakeholders were invited to discuss current situation and long-term goals. Seeking for good relations later turned out well due to a big change programs were local municipal administrations and corporations were forced into a central delivery model. Showing understanding for their needs (and concerns) the transfer of duties went smooth! • In order for the department to improve service quality and manage bigger assignments, a number of infrastructure projects were activated, i.e. establishing additional Data Centres, secure prime Data Centre from external factors, define a Service Catalogue where needs were documented as well as negotiated out of a cost perspective • Active vendor management and strategic decisions in a complex vendor model due to municipal procurement regulations • Advisor to the municipality (Stadsledningskontoret) implementing IT Enterprise Problem, Change & Release Management and central SLA/OLA Business Continuity Management, Stena Line, world-wide, 1 year • Together with Senior Business Management - Magnus identified the most important Business processes, performed a gap analysis on applications in the business processes to identify deviations according to business needs • The output was to make recommendations what services to prioritise and how to take measures to secure IT environment • Process development, i.e. Change management, various Customers, 1,5 years o Implementing resilient process within IT-organisations built upon ITIL