As within many organizations, the IT landscape within Nedmag had evolved in the course of the years. Aart explains: ‘by documenting our IT landscape with our IT colleagues transparently, the interim IT manager has clarified the current situation to our board of directors. Improvements to become more productive and innovative, influenced 2 to 3 to 4 business applications. That limits our agility in the first place, and requires an extremely thorough change process in the second place. Our production process runs 365 days a year, 24 hours a day. A Good spinoff from the key user team we formed: business & IT discuss expectations upfront and cooperate more closely. This helps us in realizing more complex innovations successfully. Without business processes coming to a standstill.’
Nedmag faced a number of options to innovate the business applications and IT infrastructure.
The CFO explains: ‘options were reviewed in the past quite conciously, but we noticed we had made our IT landscape too complex. In the basis, our processes are straightforward: we obtain salt from the wells, we process it, and provide it in various refractories to our world wide customers. With the interim IT manager, we therefore answered two questions: can we simplify our IT landscape, and can we use the cloud? These answers to these questions – and more – have been integrated our digital strategy.'