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KMD
Bettina Hald Sudergaard
Bettina Hald Sudergaard
Head of Sales at KMD Product & Services
We’ve become better at retaining and implementing efforts and processes because of it. We’ve experienced behavioral change and increased knowledge-sharing. I’m not sure we would have achieved this without these Sprints.

Operation vs Development? A Recurring Strategy Implementation Problem

At KMD, one of Denmark’s largest software companies, the well-known problem of balancing operations with development is a recurring issue, which happens once internal workshops have been finished and new strategy efforts and processes are to be implemented. The daily grind hits, projects are delayed, and suggestions and ideas are not shared and acted upon to the desired extend.

The problem has been identified in employee satisfaction surveys in which employees state: “We are great at launching ships but unable to make them sail”.

Bettina Hald Sudergaard, Head of Sales at KMD Product & Services, explains that they have been searching for at digital tool that can support the strategic process and effectively ensure that their internal agreements about new processes and work methods are implemented from leaders to employees. An easy-to-adopt tool that would also work as a platform for ideation and knowledge-sharing.

Acadal Supports the Strategy and Ensures Knowledge-Sharing

KMD has, together with the consultancy firm Intenz, developed and started three Sprints. These Sprints are centered on must win battles. They were initiated in May 2018 and ended in September 2018. The Sprints deals with strategy process at KMD and Bettina is in front as Sprintmaster on the Sprint: “Kom rundt om kunden”.

KMD also develops digital learning tools, however, it was not cost effective to develop a digital platform solely for this internal project. Therefore, they chose Acadal. According to Bettina, the Acadal platform is an intuitive and easy-to-adopt platform seasoned with the right amount of learning engagement.

Bettina explains the following about the three Sprints:

“A Kick Off was arranged for a gathering of Product & Services representatives, at which Acadal presented their platform. Shortly thereafter we had designed all the content and put all the information onto the platform and were ready to start.

Assignments, ideas, issues, and videos were presented in the digital forum, in which the individual participants were able to contribute with comments, ideas and suggestions. It’s a flexible system, where the participants decide when to take part and how much they wish to contribute with – this of course as part of a process controlled by a Sprintmaster. This effectuates flexible participation in which calendar gymnastics is not an issue. A quick summary shows that we’ve gained new dialogues, different insights and a different way of thinking, which supports our strategy process.

We’ve become better at retaining and implementing efforts and processes because of it. We’ve experienced behavioral change and increased knowledge-sharing. I’m not sure we would have achieved this without these Sprints.

The Sprints can’t stand on their own, however, which is why we continuously held meetings via Skype, since we are situated on different locations in Ballerup, Aarhus, Odense and Aalborg”.

Bettina looks forward to the coming employee satisfaction surveys, which she expects will reflect the same positive development as she has described here.

KMD

KMD A/S is one of Denmark’s largest software companies with locations in Copenhagen, Aarhus, Odense and Aalborg. The company also has employees in India and Poland. The majority of KMD’s business derives from their own software development projects. The company develops and delivers IT-solutions to municipalities, regions, state and government, and private businesses.