NorSea is a privately-owned company founded in 1965. The company provides supply bases and integrated logistics solutions to the energy industry. NorSea and its associates and joint ventures operate nine supply bases along the coast of Norway and supply bases in Denmark and the UK. They offer customized and integrated solutions in highly sophisticated supply chains – ensuring an efficient and collaborative supply chain through digital innovation.
New opportunities, expectations and demands
The rapid development of new technology enables today's businesses to create new services and increase efficiency and productivity, promoting growth at an ever-higher pace. Our society's digital transformation follows new demands and expectations from clients, suppliers, employees, and the market. As a response, companies need to innovate to meet all these expectations and strengthen operational security and increasingly more critical, while also focusing on sustainability.
Summing up the demands, expectations, and considerations for a sustainable future makes it imperative to attack service development in a completely new way. NorSea realized when they were about to embark on a new project: If the project was to be successful, the employees should be developers and contributors from the very beginning.
- It's one thing to include your users or employees in the thought-process when designing a new tool or developing a new service. But thinking that you know what your employees want in a new app or a service is quite different from actually knowing. If we're going to develop new services that our employees love to use, the only right and smart thing to do is involve them from the very start, says Vice President for Digital & Improvement at NorSea, Kristian Stapnes.
For as long as there have been IT-projects, the data shows that projects take longer to complete than planned. The cost is higher than budgeted, and the increase in productivity was lower than estimated. Limited involvement from the employees is often to blame. Most often, they are never asked their opinion and therefore lack direct ownership for the service.
Without direct ownership, employees are more likely to oppose change rather than embrace it. This lack of involvement includes a risk. The risk of missing out on important insights and knowledge may be crucial for better utilizing the new tool or service.
-All too often, we have to re-design our tools and services after launch, resulting from not involving our employees from the start. By having them on board from the very beginning, we can capitalize on needs regularly. Our experience is that involved employees become more engaged and committed to making the project a success. They are more positive towards change and are prouder of their workplace. This approach to developing new services has also made me much prouder being part of this great team and company, states Stapnes.
Recipe for proud and happy employees
Involving their employees was a crucial decision when it came to NorSea's digital transformation. The solution was a combination of Google Design Sprint and MVP - Minimum Viable Product - as a methodology, where you develop with the least possible risk and effort. Through the MVP approach, NorSea continuously tested new functions and opportunities and received immediate feedback from their employees.
The MVP-approach made it possible to identify new opportunities continuously. Opportunities that contributed to increased flexibility, creativity, and most importantly, increased ownership and commitment, says Digital Specialist at Solv, Stefan Wetaas.
We are pleased to finally have a tool that helps us operate safer, greener, and more efficiently towards our customers, says Arvid Solheim, a proud user and employee at NorSea.
Platform guaranteeing uptime and innovation
The project was realized with Solv as the development partner and Dolittle as the subcontractor and platform vendor. Solv signed an SSA-L agreement with NorSea to provide an uptime guarantee using Dolittle's Platform.
NorSea wanted the agreement to include and preserve all aspects of the development process, from the platform to assistance and management. Also, the agreement needed to meet requirements related to uptime and support. The deal included four MVP sprints pr year, keeping a focus on innovation and flexibility.
- Without our strategic partnership with Dolittle, we could not have signed the SSA-L agreement with NorSea. As a development partner, we depend on Dolittle's platform to deliver per NorSea's expectations and requirements for acceptable uptime. Dolittle's approach to Event-Driven Architecture is a guarantor for a robust infrastructure that makes it easy to scale and add new services when new demands and requirements emerge, says Chief Technology Officer at Solv, Frode Hetland.
For all of us working every day at Dolittle to create and deliver value-added services and experiences to our customers, nothing makes me prouder than when our technology makes a profound impact on employee satisfaction. Working with Solv on the project with NorSea, we enjoyed how employees are inspired and motivated to create a better workplace by being directly involved and engaged. NorSea has fundamentally proven how imperative employee involvement is for NorSea's ongoing digital transformation journey, says CEO and Co-founder of Dolittle, Arif Shafique.
Would you like to know more and learn about MVP Factory and how Dolittle may assist you with your digital transformation? Please do not hesitate to get in touch with us.