NEW ROLES FOR TECHNOLOGY

KRING is a technology management consulting company that provides clients with game-changer solutions to fundamental strategic challenges. We help top management build the new capabilities, practices and solutions essential for organisations to be able to achieve sustainable growth in a world where technology is repeatedly changing everything about our lives.

We help you implement radical ideas about applied technology, untraditional network constellations and new ways to interact with your customers, in order to develop, refine and refocus the ways you do business. KRING applies New Practice approaches driven by customer centricity and entrepreneurial spirit in ways that are faster, cheaper and much more agile and responsive than traditional management consultancy roadmaps.

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

1.NyTeknologiSomForandringsskaber

BUSINESS TECHNOLOGY TRANSFORMATION
We help you build the capabilities to make technology drive value creation through customer centricity and “creative disruption”, focusing a whole range of business processes on your customers’ changing needs.

2.NyKundecentreretForretning

CUSTOMER EXPERIENCE TRANSFORMATION
We help you accellerate your capabilities to listen, understand, anticipate and respond immediately to customer needs.

3.NyForretningsudviklingOgInnovation

ACCELERATED INNOVATION STRATEGY
We help you create a new business architecture and new models for entrepreneurial thinking, designed to accelerate sustained strategic business growth and generate unprecedented competitive advantage.

NEW APPROACHES

If your organisation is to thrive in this rapidly evolving “new world order” of fickle customer preferences, global market constellations and constant, disruptive innovation, it will require radically new strategies and capabilities.

That’s why KRING thinks, works and implements differently. Simply tinkering with old, familiar parameters or rooting around in so-called “Best Practice” ideas that’re fundamentally enmired in past realities is never going to put you ahead of the transformation curve.

It all boils down to:

1.
The 3-stage New Practice self-realisation model: 1) Accept that your organisation has a problem 2) Accept that you don’t actually know how to tackle it 3) Decide to do something substantial to fix it.

2.
New Practice accelerated tools and processes enable you to implement even drastic, transformational change quickly. These experimental discovery processes are specially designed for rapid iterations and to deploy creatively disruptive measures within clear contexts understood by all concerned.

3.
The 4 distinct dimensions of New Practice make sure each set of challenges gets considered from all angles. Each customer-centric New Practice solution also integrates ideas about how technology can provide new implementation 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.

4.
New Practice execution models are designed to ensure effective, agile 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 and disruption.

1.NyTeknologiSomForandringsskaber

GROWTH

2.NyKundecentreretForretning

ENTREPRENEURIAL SPIRIT

3.NyForretningsudviklingOgInnovation

SPEED

NEW EXAMPLES

 
COWI

COWI

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COWI
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

Entrepreneurial success
KRING is a story about successful, break-the-mould entrepreneurship, extending all the way back to 1986. We’re businesspeople to the very core, and have been at the forefront of commercial solutions driven by innovation, technology and a focus on customer needs ever since the very beginning of the company. KRING was one of the first in Denmark to work with e-commerce and supply chain management within an integrated value chain in the office supplies business. We found out how to employ information technology to reinvent business models in our particular field.

Later, we also created a new way of working with outsourcing – without compromising the company’s control over critical decisions. In this period our work involved flexible collaboration and delivery models for strategic offshore outsourcing of e-business software development. At that time, KRING operated software development centres in both India and Ukraine, and about 300 people worked in the KRING organisation.

In 2009 this part of KRING was successfully sold to Saxo Bank.

Innovative entrepreneurial solutions
With our experience in creating innovative solutions based on the strategic use of technology to build new business opportunities, we were able to see how technology was capable of bringing about radical transformations in virtually all industries and organisations. All this was the foundation for the new KRING, where we now focus our professional entrepreneurial services exclusively on management, innovation and customer-centric thinking in a technology-driven world.

Technology-driven commercial frameworks place significantly different demands on businesses – and mean that the old-world consulting model needs to be seriously reinvented. We believe that actually delivered measurable value is the only real focal point for cooperation and commercial focus.

At KRING, we’ve moved beyond traditional customer–supplier relationships – we work with our clients in partnerships and co-creation frameworks focused on customer-centric value and real-world results.

KRING is renowned for rapid, innovative responses and agile execution that build capacity and sculpt radically different ways for companies to work together to achieve remarkable results. This has enabled KRING to provide a range of major-league international companies with innovative business models specially designed to employ fast-response technology to create customer-centric opportunities and strategic breakthroughs.



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