IBS Journal April 2016
final date, according to Marciniak, met on time. “According to our experiences such projects last two years on average,” he says. Completing the process in just over a year ‘is an achievement worth noting.’ Managing to complete the migration in such short time is down to effective governance, notes Marciniak. “We were [able] to quickly and effectively fade out unnecessary Nordea projects, except for mandatory ones to free the needed resources.” That’s not to say the project wasn’t without its challenges. The limited infor- mation available to the team prior to the legal merger of the two companies was a stumbling block. It ‘restricted our ability to perform deep analytics on products and customers.’ The migration process officially
closed in June. The only activities left are data removal from the service provider’s systems and a wind-down of the opera- tions at Nordea Bank Polska, including final financial settlements. Marciniak has a number of lessons for those going through similar integrations, too. “Start trial conversions, business and financial reconciliation processes as soon as possible,” he says, and avoid “mixing financial development with migration.” “One of the problems many migration
undertakings need to face, is that organisa- tions want to improve their systems using the integration as excuse for some “impor-
© IBS Intelligence 2016
www.ibsintelligence.com 37
tant” and “really needed” changes,” he says. “The other thing is, not all functional gaps identified require IT implementation at the moment of operational merger and some might be postponed or even avoided.” Last but not least, Marciniak offers the advice of always thanking not only your employees and contractors, but also ser- vice providers and vendors: “In our merger we have relied a lot on third parties, and our success was the success of all involved – we wanted them to know it.”
Alex Hamilton
case study
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