CASE STUDY

The company has strategic objectives that by 2030 , it will increase the internal digitisation of processes , automate its rail operations and lead the integration of eco-friendly systems . Paas ’ team is addressing these goals by developing a low code app development strategy to give the organisation greater agility and introduce technology that can improve operations . Long-term , the IT team plans to change the endpoint for its services through greater integration with its customers ’ business processes to increase transparency and demonstrate how its rail services are part of its customers ’ core production processes .

Ingo Paas , CIO and CDO , Green Cargo , explains how he leads his team to success and how the Nordic region compares to the global picture when it comes to Digital Transformation .

What does your role as CIO and CDO entail ?

My key responsibility is to enable and push the business strategy and take a leading role in Digital Transformation while delivering IT change that will benefit the organisation . That means I must make strategic decisions without consulting everyone and execute the plans . The role requires a lot of agility , shifting gears in response to market changes to identify opportunities for IT to support the business .

Is there a specific area of technology , or the business in general , that you ’ re passionate about and why ?

My passion and what drives me is creating scalable , digital foundational platforms , which is central to the vision and ideas I discuss in my book , Digital Composable Enterprises .

Building Digital Composable Enterprises requires a digital resilience and the ability to adapt and augment radical , new technologies . On the one hand , it focuses on exploitation and routine to secure legacy interoperability and enterprise-wide integration . On the other hand , the focus is on exploration and innovation by embracing digital composability . Organisational ambidexterity implies that enterprises must simultaneously balance seemingly contradictory strategies : to exploit ( routine ) and explore ( innovate ).

However , it is not about the technology itself , for example , Generative AI , requires the ability to augment and scale these technologies and do so from the core of the business . It must be about taking the technology and finding a good use case , then creating resilient innovation around that technology . If you think about your core IT systems as valuable data sources and digital platforms , you need to find a way to embed technologies into this core environment so that it can use the data within the organisation . That can ’ t be done if it ’ s just sitting on the outside of the organisation . Transforming traditional ERP into digital ERP platforms is a key transformational innovation that IT provider , Rimini Street , has been supporting us with for many years .

Digital foundational platforms give you the interoperability you need to add , augment and scale new technologies without increasing costs and complexity in uncontrolled ways .

If you adopt this agile , incremental and experimental approach , where your IT environment and the

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