What separates success from failure in digital transformation?

When Felleskjøpet Rogaland Agder (FKRA) decided to replace its business system with a new solution from Cepheo, based on Microsoft Dynamics 365, the ambition was clear: to make the company more efficient, data-driven and ready for the future. Today, that ambition remains the same, and the project shows that the key to success lies not in the technology itself, but in how the work is carried out.

 

Through a clear methodology, a solid framework and structured processes, FKRA demonstrates that digitalisation can be driven in a controlled and purposeful way without losing grip on daily operations.

 

“Changing a business system is really about developing the company,” says Torgeir Gilje, Head of FKRA’s digital initiatives.

 

“Technology alone delivers little value. It’s the process-oriented approach that ensures the change creates lasting impact.”

Structure creates control

 

FKRA views the ERP system replacement as company development, not just an IT project. The process lifts the entire organisation and continues to drive progress. By bringing processes, data and people together in one shared structure, the company gains better oversight, makes faster decisions and achieves more efficient workflows.

 

Henrik Jelsa, an external project manager from the consulting company Efab points out that the project acts as a catalyst for technology that already exists and is available.

 

“But for technology to create value, processes need to be standardised and data must be reliable. Without that, the technology brings little benefit,” he says.

A method that ensures progress

 

FKRA works closely with both Efab and Cepheo, three partners all following the same project methodology. This triangular collaboration provides predictability, a common language and a solid framework from planning to operation.

 

“It’s about translating strategy into action and making people, processes and technology work together. Method and framework are what make the difference between success and failure,” says Lars Erik Lindhjem, Sales Director at Cepheo.

 

The framework covers everything from project management and DevOps (continuous development and operations) to testing and training. For FKRA, this means fewer customisations, lower risk and, most importantly, an organisation that learns along the way.

 

“We’re not just implementing a system. We’re building competence across the entire organisation,” Henrik Jelsa emphasises.

 

Standardisation as the key

 

Felleskjøpet is a large group with many business areas. Bringing everything together in one system requires both discipline and a willingness to standardise rather than customise.

 

Gilje explains that the technology itself isn’t new, but the way they use it is. By following the standards, FKRA gains a solution that’s easier to operate, simpler to develop further and more cost-effective in the long term. Standardisation also makes it easier to collaborate across countries and departments, and to adopt new technologies in the future.

 

Change must be owned internally

 

FKRA leads the change process itself, with its own managers and specialists in the driver’s seat. They are the ones who know the company best and understand how changes affect everyday operations.

 

Gilje’s experience is that change management only works when the people who know the business take responsibility.

 

“People need to understand why we’re making changes, not just what we’re changing. That’s how you achieve lasting effects,” he says.

 

A solid foundation for the future

 

The collaboration between Cepheo, Efab and FKRA shows how method and structure deliver more than a new system. They provide a foundation for continuous development. With high-quality data and standardised processes,

 

FKRA is now better positioned to adopt new technologies such as AI and automation.

 

“Anyone can buy technology. But the ability to implement and embed it is the real competitive advantage. Without standardised processes, you won’t fully benefit from technologies like AI,” says Lindhjem at Cepheo.

 

Together, the three partners have proven that digital transformation is not an IT project, it is business development.