We must make IT easier and remove fuss for our clients

Our CEO Dagfinn Ringås has been interviewed by Smart Energy Network. Read about what he calls "IT spaghetti", fighting fuss and how he ended up at Cegal SYSCO. 

“Today’s IT systems are often complex and intertwined like spaghetti, boiled numerous times, old-fashioned and inflexible. Our task is to solve the tangles and turn complex IT challenges into digital success stories.” 

Dagfinn Ringås

“We differentiate from other technology companies through what we call ‘the golden triangle’. It is about focusing on three specific areas. First, we need to understand the domain in which we operate, namely the energy sector, and the challenges it faces. Second, I believe we have become a technological superpower on the things that matter now, like cloud services and data stream technologies. Last, we have the strongest Oracle competence in the Nordic region. You need all these three factors to be able to make IT work seamlessly for your clients.” 

Dagfinn Ringås emphasizes that it is the sum of these three areas that gives SYSCO credibility in the market “We must understand the systems that are critical for business – which will roll for many years. And which has gradually developed into a complex IT spaghetti, which is only becoming more and more complex – and expensive. Instead of upgrading old mastodon suites, we believe it is better to create data lakes and focus on modern and easy-to-use cloud applications, e.g., production planning tools, a payment app or a customer service robot. Breaking into this cemented structure with more easy-going solutions is what is needed to turn IT complexity into digital success.” 

Many executive managers understand the importance of IT for their business, but not necessarily why. One IT solution requires a more complex IT solution, that in turn requires an even more complex solution. As the business becomes more digital, another new, complex IT system follows, etc. How would you describe the path to a digital success story – that even an executive manager can understand? 

“Yes, IT is just getting more and more complex, that is correct. Networks, PCs, and mobiles are central infrastructure, and must work. Over the years, new systems have been added to the old ones, and these need regular upgrading. However, this does not add any real business value, something that clients are tired of. We now see that more and more people are investing in so-called “data lakes”, i.e., extracting data from the central systems. Instead of expensive upgrading, data can be used from several systems, e.g., in a ticket app. Vipps is an example of an app that retrieves data from many different data sources.” 

“Digital success comes along three pillars. One way is to invest in modern, customer-friendly software apps that are cloud-based. The other is to utilize IT integration expertise. You cannot escape from it. All companies need cutting-edge expertise to integrate old and new data flows. These data flows are growing and becoming bigger and bigger, which makes smart integration critical for any business. The final criterion for success is secure 24/7 operation and surveillance of the infrastructure.” 

“I think this is the recipe for an executive manager to be able to sleep well at night, and not to worry about the company’s IT systems.”  

“Digital success requires easy-to-use and cloud-based apps, cutting edge competence within IT integration and secure 24/7 operation and surveillance.”  

Dagfinn Ringås

You have had an exciting career, with leading positions in large companies such as Microsoft and Schneider Electric. Then you choose to become the CEO of Cegal SYSCO. Why? 

“I had many fantastic years in both Microsoft and in Schneider, almost 15 years in total. It has been incredible learning to be in central management positions in these large, global and professional companies. 

“SYSCO came somewhat out of the blue. I thought it would be nice to work for a Norwegian company, and to maybe get a ‘real’ job! SYSCO has robust owners and is just the right size. With 250 employees and a revenue of approximately 500 million NOK, we are big enough to win substantial contracts while also being flexible to work with. After all, Microsoft is IT and Schneider is energy.”  

“SYSCO was the perfect match for me, and when I got the chance to join in as an owner I just had to say yes. The last two years have been an adventure.” 

Dagfinn Ringås

Some think digitalization is a relatively new concept, but it is not. Over the last 50 years, the impact of computer solutions on business development has only increased. It is difficult to predict the technical way forward, but how important would you say a company’s culture is to create a survival culture? 

“SYSCO is just people and culture. We have no factories or physical goods, only brains and hearts. Therefore, we work relentlessly to build an unstoppable culture, where we promise our employees that they will work for a technological powerhouse, dedicated to creating digital success for meaningful and sustainable sectors.” 

“In every technological implementation there is also change, either small or big.” 

“Technology is to be used. Whether implementation is decided based on gut-feeling or data depends very much on culture. Changing a process that is well-known and safe, to something that seems alienating, e.g., robotics, can be challenging for employees. New training, knowledge, and different work processes are also a cultural journey. That is why our human approach to new technical solutions is incredibly important.  

“Another interface between culture and technology is who decides the premises for programming and use of artificial intelligence? Ethics, mindset and values will be extremely important going forward. We are concerned with having a culture where change is completely normal at the same time as we are dependent on people with healthy mindsets and values. “ 

Dagfinn Ringås also experiences employees becoming more and more concerned with the reputation of the company they are to work for. He emphasizes that culture and values ​​are central to SYSCO, and that employees are attracted to a tech company that clearly works for sustainable solutions. 

“Our values are to be energetic, technological superheroes and not least be fuss-fighters. Fuss-fighters entail doing it simply, solving tangles and fixing problems. We also need to talk in a way that makes others understand. These are the values we follow and that is our strength in dialogue with clients.”