Human collaboration, the essence of Mensura's IT transformation

The Mensura Group is active in the field of prevention, safety, and health at work and offers solutions to structurally and sustainably tackle absenteeism. Five years ago, Mensura began outlining a new IT strategy. CIO Gerrit Van Daele: “The goal was to prepare for the future by focusing on 3 pillars: cloud, security, and digital workplace.” Mensura began a partnership with Proximus for all these ICT elements.

The human aspect

There is also a fourth element in the process: the human aspect. Bruno De Keyser, Product Owner Lead at Proximus: “Before starting each assignment, we fully analyzed the challenge. This allowed us to appoint the necessary specialists for each element. We also brought in an architect and account manager for all tasks.” In later phases, the transition and project managers reported to Mensura’s CIO via a steering committee.

Collaboration through ‘couples’

A striking aspect of the partnership between Mensura and Proximus was the choice of using ‘couples’. Gerrit: “A good partnership relies on mutual trust and shared ambitions. We implement this by always linking two people with the same profile: one from Mensura’s IT department and one from Proximus, supported by the right governance.” So there is always a twoway point of contact for each service. Gerrit: “This ensured there were almost no conflicts during the transition.”

We always pair two people with the same profile: someone from Mensura’s IT department and someone form Proximus.

Gerrit Van Daele, CIO at Mensura

Clear primary contact

Transparency is the key word here. By working with ‘couples’, a specific primary contact was always available for all employees or departments involved at both Mensura and Proximus. “This transparency is essential”, Gerrit believes. “If something isn’t right, you have to discuss it with the right person. I expect the same in my own team. Is there a problem? Then ask for help. That leads to a better outcome in the long run.”

Key role for transition manager

It is an attitude that also demands a certain culture change at Mensura. Gerrit: “Trust has to grow. You shouldn’t be afraid to ask for something. At the same time, as a team, you also have to continue working on your own. Proximus didn’t just take over all the activities here.” Hence the choice – again on both sides – to bring in a transition manager. Bruno: “That’s an important part of the process. You can’t know everything as a company’s IT department.”

More maturity

Mensura chose to be supported by Proximus’ experts. Bruno: “This close cooperation ultimately increases people’s maturity, and thus that of the IT department as a whole. Not only our expertise makes the difference there, but also the fact that Proximus stands very close to its customers. Literally in this case: the headquarters of Mensura and Proximus are stone’s throw from each other.”

This close cooperation ultimately increases people’s maturity, and thus that of the IT department as a whole.

Bruno De Keyser, Product Owner Lead at Proximus

Successful transformation

It was also important that Proximus supported Mensura’s entire IT transformation. Not only the ICT services in the areas of cloud, security, and digital workplace, but also the network services for which Mensura had long been relying on Proximus. Supported by the new IT strategy, Mensura now responds more rapidly and efficiently to business opportunities. In particular, the approach taken is proving to be a winner. Gerrit: “The ‘couples’ idea was intended to support the transition only, but after liking this approach so much, we are continuing it even now that we have moved into operational mode.”