NEW ROLES FOR TECHNOLOGY

KRING helps topmanagement and their organisations to designs, builds and co-creates new business capabilities and tools, based on an agile, customer-centric “think big, start small, scale fast” entrepreneurial approach that enables you to build technology-driven success in a world of uncertainty. Traditional limitations are our opportunities.

Disruption and uncertainty require a completely different set of leadership skills and approaches. Everything KRING does is based on the visionary New Practice mindset, which combines entrepreneurial, customer-centric thinking and data-driven practical execution tools that together create game-changer opportunities designed for business success in a world of disruption and uncertainty.

Our technology-based business acceleration concepts and capability-building services focus on:

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CUSTOMER EXPERIENCE TRANSFORMATION
We help you accelerate your capabilities to capture, understand and anticipate your customers’ needs in real time for both ”front line” and management – and to respond immediately to any changes and good or bad customer experiences.

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BUSINESS TECHNOLOGY TRANSFORMATION
We help you build the capabilities to make technology or your IT organization deliver customer-centric technology solutions and to meet the demand for rapid response (bimodal) and execution on new customer-centric initiatives and need for data.

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ACCELERATED INNOVATION STRATEGY
We help you build the capability to get customer insights effectively translated into new digital products, services and process improvements that involve pioneering new methods of experimentation, learning and market validation.

NEW APPROACHES

If your organisation is to thrive in the “new world order” of fickle customer preferences, shifting global market constellations and constant, disruptive innovation, it’ll require radically new strategies and capabilities. That’s why KRING thinks, works and implements differently. It all boils down to:

The four New Practice dimensions…
make sure each set of challenges gets considered from all angles. Each customer-centric New Practice concept also integrates ideas about how technology can provide new opportunities, about possibilities for innovative partnership constellations and considerations about how people (your staff and suppliers as well as your customers) will react at each stage.

New Practice accelerated implementation concepts…
enable you to build new capabilities to roll out transformational change faster. These processes are specially designed for rapid iterations – with a “time to value” of only 90 days – and to deploy creatively disruptive measures within clear contexts understood by all concerned.

The New Practice execution model…
is designed to ensure effective, agile 90-day cycle rollouts of new ideas, hard-data measurements of their effect in real-world contexts, and hard-headed evaluations by your customers in commercial environments characterised by constant change.

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EFFICIENT GROWTH

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ENTREPRENEURIAL SPIRIT

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SPEED

NEW EXAMPLES

 
DSV

DSV


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DSV is one of the world’s largest providers of third-party transport and logistics solutions with offices in more than 75 countries and an international network of partners and agents.

CHALLENGES
A business analysis documented that DSV was really good at attracting new customers. Unfortunately, the study also showed that the company was also notably poor at retaining customers, at working with cross-selling and add-on sales, and at developing long-term customer relationships.

SOLUTIONS
The New Practice CXT™ solution that KRING proposed is based on the widely adopted B2B loyalty framework Net Promoter System®. In DSV it became known as the “Customer Success Solution” and was implemented in June 2014. Since then DSV has asked 200 different customers every day in four countries about their reactions and satisfaction with regard to DSV. If a customer is dissatisfied, the responsible Account Manager reacts PROMPTLY within 24 hours.

BUSINESS IMPACT
DSV expects that the newly implemented solution will dramatically reduce the number of customers that leave the company. This will also have a very positive impact on revenue and costs. DSV has calculated that if they can improve the baseline NPS score with just 4 points (NPS scales is -100 to +100) it would increase the top-line with 1%. DSV has decide to roll-out the NPS-solution to all 75 countries and the Executive Board has defined it as one the most important future strategic business initiatives.

NOW! UP AND RUNNING IN 100 DAYS
“Together with KRING and their ”Think big, start small and scale fast” approach our first Pilot was rolled out in four countries in 100 days!”
René Falch Olesen, Chief Commercial Officer at DSV

KRING New Practice CXT™ (Customer Experience Transformation) is a New Practice B2B customer centric framework that use a unique FAST-TRACK methodology needed to create industry leading customer experiences and customer driven innovation. CXT focus on ACTION and not PROCESS and is designed to ensure delivery of concrete business results in 100 days sprints.

Visit our blog FASTTRACK for further information about the case

COWI

COWI

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COWI is a leading consulting firm that works with engineering, economics and environmental science across the globe. The 6200 staff are involved in some of the most exciting projects in Denmark, including the City Circle Metro line, electrification of the Danish railway network, more light rail networks throughout Denmark, the Green Lighthouse project in Copenhagen, the Storstrøms Bridge, climate adaptation at both state and local government levels, and much more.

THE OPPORTUNITY
In 2012, the COWI management team presented a new business strategy, known as Powerhouse 2015. As an extension of this, the COWI Group CIO, Claus Hagen Nielsen, wanted to develop a business-oriented IT strategy with close links to the overall Powerhouse 2015 framework. One of the key aims was to support a vision for the Group IT capabilities as an actual business partner, with a big emphasis on innovation combined with a strong end-user focus.

CHALLENGES:
NO MORE EASY SUCCESSES FOR IT

COWI IT had already outsourced its business-critical platforms, and had established an IT sourcing centre in Lithuania. IT costs had been brought in line with comparable companies. This meant there were no more “easy” solutions or obvious measures available

SOLUTIONS
Working with COWI IT management, KRING identified the areas that would be crucial for implementing the Powerhouse 2015 business strategy. KRING then analysed the parameters on which COWI IT capabilities would have to deliver in order to ensure the necessary business anchoring. A new mission and vision were formulated, and seven strategic themes relating to IT were identified. The result was a communicable, business-oriented IT strategy with a strong focus on both innovation and the end-user customer. All the work was rooted in the KRING New Practice approach.

BUSINESS IMPACT
KRING helped subsequently to establish a new governance model for the entire COWI Group, which included all internal change initiatives – regardless of the level of technology content. Part of the project involved preparation of roles and responsibilities, processes and templates, as well as the associated communication materials.

KRING has also worked closely with COWI on setting up an “Acquisition Cookbook” laying out strategic considerations pertinent to M&As, from an IT perspective. KRING also helped with the strategic IT communication in COWI. Furthermore, KRING advised on how COWI could benefit from establishing clear roles and processes around strategic, technology-driven innovation.

“In my long career, I have never experienced a consultancy operation with such a level of competency, and which has created value in such a short time. My management team and I can provide KRING with the warmest recommendations.”
Claus Hagen Nielsen, Group CIO, COWI

GN OTOMETRICS

GN OTOMETRICS

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CHALLENGES:
ADAPTING TO NEW SOLUTIONS
GN Otometrics is the world’s leading manufacturer of instrumentation and software for hearing and balance. GN Otometrics is part of GN Store Nord and the GN ReSound Group, and has subsidiaries in 15 countries.

Over the past 50 years, GN Otometrics has delivered solutions ranging from applications for screening the hearing of newborn children and audiological diagnostic equipment for the precise fitting of hearing aids and balance testing, in more than 70 countries.

SOLUTIONS:
NEW WAYS OF THINKING

GN Otometrics recently gained access to a revolutionary new technology featuring 3D scanning and imaging. Placing a small digital scanner into the human ear makes it possible to create a perfect 3D image of the ear canal. OTOscan™ 3D imaging technology thus completely does away with the limitations and challenges associated with traditional silicone ear impressions. It provides an intuitive, rapid and non-invasive procedure with extremely accurate results every time. This will completely revolutionise the customer experience in several key respects.

BUSINESS IMPACT:
NEW BUSINESS OPPORTUNITIES

The GN Otometrics business model was primarily about the development, manufacture and marketing of advanced, computer-based devices and systems. These were sold through a global system of partners and GN Otometrics’ own sales companies.

Introducing OTOscan™ technology created a unique opportunity for building a radically innovative business model that made it possible to:

- Create a completely new industry standard for ear scans

- Open a platform that could be used by all hearing aid retailers and manufacturers as well as ear-plug laboratories

- Provide access to the required scanner devices with very limited investment, in order to enable rapid market adoption

- Establish a “per scan” payment model that corresponds to the current cost structure, instead of selling scanners


Naturally, such a new and ambitious global business model required an entirely new mode of business thinking, a new cloud-based IT architecture, and both frontend and backend systems.

KRING has helped GN Otometrics develop this new business model via use of tools that include Business Model Canvas for identifying the basics of the underlying mode of operation, as well as designing the cloud-based architecture and the underlying system complex.

SAXO BANK

SAXO BANK

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CHALLENGES:
GUIDELINES IN A FAST-PACED ENVIRONMENT
The senior management at Saxo Bank (saxobank.com – an online investment bank specialising in trading across global financial markets, and headquartered in Denmark) were working to improve their target management and as part of this process wanted to develop KPIs for every department of the bank. Global Head of Technology and Operations, Mikael Munck, called in KRING to help.

He wanted us to organise a brief yet intensive process involving the extended IT management team, intended both to identify the KPIs and to establish a system for using such KPIs for the IT set-up at Saxo Bank. A key requirement was that the management team should be involved in the work – to ensure the necessary organisational hooks and to be able to undertake on-going development of the system.

The new IT KPIs were reported monthly. Data collection and reporting, along with comments/explanations, etc., were done in a straightforward, simple way with only a very limited resource burden. The main focus was not on reporting raw data, but on any deviations from the set goals.

SOLUTIONS:
INVOLVEMENT AND PROVIDING SOLUTIONS

Saxo Bank has a work culture notable for its extreme go-getter style, agility and effectiveness. Project managers are normally used to a great deal of autonomy – and project “owners” have considerable freedom to execute within their allocated IT budgets. This presents a significant challenge for balancing KPIs, performance management and time reporting in relation to the most efficient use of bank resources.

BUSINESS IMPACT:
THINK CUSTOMER

KRING facilitated the process of interviews, data collection and carried out several highly effective workshops. The preliminary list with KPIs for each department was up-graded using SMART principles.

A focus on customer satisfaction and a better, well-documented understanding of customer needs and preferences were included as key elements in the analysis and solutions.

ABOUT KRING

KRING hasn’t come lightly to our current focus. New Practice isn’t just an idea about what could be done..

Our whole New Practice approach is rooted in three decades of innovative entrepreneurial “doing” in high-level international business – and a raft of successful businesses and break-the-mould ventures..

This has given us a uniquely practical understanding of business challenges – and how to tackle them quickly and effectively..

The New Practice mindset is the “distilled essence” of all this experience. We use it every day to co-create, re-learn and continually rethink everything we do, working with and inspired by some of the world’s most innovative business development thinkers..



More about the KRING story here




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