KRAMP
teams around products and business areas rather than functions. This means that cross-functional teams, including technology, business and operations work together on specific products or services. This structure supports faster decisionmaking, greater accountability and a clearer focus on customer outcomes.
Olivier describes the benefits:“ Our two in a box role is about aligning together with the right mindset, leading by example and driving our teams in the same direction to stop that constant battle between business and technology.”
According to Jens, cultural change is critical:“ It’ s a mindset or behavioural change that’ s about daring to challenge each other. From a business standpoint, we challenge tech on the solution because we want something in a certain way. From the tech side it’ s about them daring to challenge us around alternative approaches or the best process.”
This approach has led to smoother technology rollouts and greater adoption across Kramp’ s 24-country footprint, says Jens:“ What you see now in almost two years is that things are running far more smoothly and efficiently. Not only is the technology getting easier, but the adoption across our countries is far better.”
Bringing business and technology teams together has not been without its challenges, however. Olivier recalls the implementation of a key digital platform, during which the technology and commerce teams were not fully aligned.“ My approach was how can we meet in the middle?” he says.“ Both teams were basically kind of right but, ultimately, you have to all move in the same direction.”
From a technology perspective, the focus was on security, scalability and cost. From a business perspective, user adoption and experience were paramount.“ Of course, we have to make things work from a technology perspective,” says Olivier,“ but you also have to think about the users of the platform on a daily basis.
“ The solution was to focus on simple communication – bring both teams into the same room, discuss the pros
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