After merging Vipps, BankAxept and BankID into one company under the brand name Vipps, the new company needed to coordinate and focus its attention and deal with growth pain. With co-creation as a guiding principle, Lomi led the process of developing the new technology strategy for Vipps. Everyone in Vipps’ Tech Department participated, and the end result was a strategy that everyone stood behind and referred back to for everyday decisions.
The business challenge: foster speed and alignment after a merger
Post-merger periods can be tumultuous times. It's a period filled with emotion and change for everyone in the company, and at the same time the business logic of the merger must materialise through direction and action. When the dust settles, you want the organisation to feel unified and rallied behind shared goals that everyone owns and believes in.
With so much going on, how do you identify the most important matters to discuss in order to achieve the business goals? How do you move the discussion forward to conclusion, setting the tone for a high-performing organisation? How do you keep people motivated and connected through such a period?
Technology strategy for one of Norway's biggest fintech mergers.
Our approach with Vipps was rooted in co-creation methods and Vipps' employees were involved throughout all stages of the process. This enabled collective decision making about technology and innovation, as well as how to organise people and daily work.
Having developed the strategy with Vipps' C-suite, tech department leadership and employees, the result is a strategy that people feel ownership over. Everyone knows how their daily work is connected contributing to the bigger picture. The structured management system and KPIs connected to the set technological, organisational and business goals enable a structured execution of the strategy. In the process, the awesome Vipps story is spread both internally and externally.
You can read more on Vipps' medium post, written by their CTO Jan Solhøy.
