Stark Group is the largest retailer and distributor of building materials in the Nordic region. Owned by Private Equity firm Lone Star Funds, Stark has more than 4,500 employees working in 186 stores across Denmark, Finland, Norway, Sweden and Greenland.

The Challenge

The strategic outsourcing of the IT function had negatively impacted user confidence. Stark recognised the need for a more robust IT Strategy to support their new engagement model and deliver effective and efficient services to their user base.

The decision was made to move away from separate country-level strategies and develop a Group-wide IT strategy to give a more stable foundation for future growth, fully aligned to the Group corporate strategy, well communicated and underpinned by a set of capabilities and success measures.

The Solution

Leading Resolutions led the development of the Group IT Strategy.  Having created the project plan, a core team was set up with representatives from each country.  The team worked together in facilitated workshops to develop the strategic vision, mission and the objectives for the IT Strategy.

The new IT strategy had three themes:

Stable Foundations
Partner with the Business
Innovate Together

Analysis was carried out to make sure that this new IT strategy was linked and aligned to the goals of the Group and Business Unit Corporate strategies, the Group Sourcing Strategy and the Group Information Security Strategy.

A Group IT capability model and IT Target Operating Model was created along with a road mapping methodology to drive the transition to the target state.  An IT Advisory Board and IT Strategy Forum was set up to provide effective governance and communication.

The IT Strategy overview was circulated to Business Development Managers, CEOs and IT management teams across the countries and subsequently approved by the IT Advisory Board.

The Results
Full sectoral alignment from Corporate to IT Strategy, with Service Management and IT Architecture functions aligned through the IT strategy.
Unprecedented levels of engagement in the strategy development process
Client feedback emphasised that the result was clearer and more cohesive than previous IT Strategies
The organisation was set up for future success through the IT road-mapping methodology