CASE STUDY
How Bisnode built lean service management for 70 Danish employees with Gluu
When Bisnode Denmark merged several departments, the team found its processes in a hundred different formats and locations — some on walls, some in shared folders, most nowhere findable. Lean service management depends on accessible, current process documentation. Bisnode had the lean principles, but not the platform.
The answer was to find a tool aligned with the lean philosophy: one that let any employee update and use process documentation without specialist help. After a two-hour morning session, Marianne Mølgaard and four colleagues were ready to start mapping on Gluu.
The rollout moved department by department. Each department head mapped one process alongside Marianne, then continued independently. Processes have one version — updated in place, never archived — and link directly to tools used in those workflows.
The value became visible during the 2015 summer holidays. Customer care staff covered for absent colleagues by looking up any process in Gluu — something that had previously ground to a halt. Today Bisnode Denmark has 140 processes documented, is working toward ISO certification, and has presented its lean service management model to Bisnode offices across 17 European countries.
“Now there are no excuses for not being able to take on other tasks. It is always documented in Gluu.”
Marianne Mølgaard
Process Optimisation & Lean Service, Bisnode Denmark
Processes
140
Customer care and cross-departmental processes documented in Gluu
Onboarding
15
min
Time to introduce a new colleague to Gluu — after that, they work independently
Employees
70
Danish employees in Aarhus and Copenhagen with access to documented processes
Countries
17
European countries in the Bisnode group, with the Danish model attracting interest from abroad
The starting point — processes in a hundred different places
Two years before this story, Bisnode Denmark began consolidating departments. That merger brought an urgent question: where did the company’s processes actually live? The answer was uncomfortable. Some were documented on brown paper from lean workshops. Others existed in shared folders, personal drives, or individual heads. Nothing was in one location, nothing used a common format, and many processes existed in multiple outdated versions simultaneously.
The lean service team had used classic methods — value stream mapping, A3 problem-solving, 5S exercises. These produced good analysis in the moment but not lasting documentation. Marianne Mølgaard, who leads process optimisation and lean service at Bisnode Denmark, had a clear requirement for any new tool: it had to reflect lean principles by enabling daily employee involvement, without making processes into static artefacts that fell out of date the moment they were published.
The search ended with Gluu.
Building lean service management with Gluu
The onboarding was fast. After one morning of introduction, Marianne and four other power users were ready to start. The first task was not mapping individual processes — it was building an inventory: a list of all critical flows across the business, with responsibility assigned to each. That list became the priority order for what to document first.
From there, the rollout moved one department at a time. Marianne worked with each department head to map the first process together. After that initial session, department heads continued on their own. Gluu’s single-version model was central to this approach: there is no archive copy, no old version sitting alongside the new one. Each process is updated in place, and everyone sees the same version.
The team also used the platform to connect processes to their tools. The use of a price calculator in a new business area, for example, is documented directly within the relevant process — a link to the external tool embedded exactly where employees need it. For a practical introduction to lean process management methods and how they apply in practice, Gluu’s guide covers the key approaches.
Building an accessible, single-version process foundation is what makes lean service management work at this scale. If you want to see how it looks in practice, Gluu’s free trial is the fastest way to start.
Gluu free 30-day trial. No credit card required. Start from €24 / year.
What the documentation made possible
The clearest measure of success came during the 2015 summer holidays. Customer care processes had until then depended on specific individuals. If two employees from the same business area were both absent at once, tasks fell through the gaps. With processes documented in Gluu, any team member could step in — and did.
“Now there are no excuses for not being able to take on other tasks. It is always documented in Gluu.”
Marianne Mølgaard
Process Optimisation & Lean Service, Bisnode Denmark
The shared format also changed how departments related to each other. A common process structure makes it easier to cover for colleagues and to see how work cuts across departmental boundaries — something that had been invisible when every team maintained its own documentation in its own format.
Speed of adoption was also notable. Introducing a colleague to Gluu takes about 15 minutes. After that initial session, they can map their first process independently. Marianne is present for the first one — and rarely needed after.
By this point, 140 processes were live in the platform, covering customer care and all customer touchpoints. The next phase includes IT operational processes — previously considered too abstract to start with — plus processes from the newly acquired NN Market Data, which will be integrated and standardised through Gluu. The team is also starting to use Gluu’s task and checklist features for daily, weekly, and monthly data runs — a structured way to ensure recurring tasks are completed correctly every time.
ISO certification is a longer-term target, and the extensive process documentation already in place represents a substantial step toward it.
Bisnode Denmark recently presented their work and results to colleagues in other European countries within the Bisnode group. The response was strong: other offices see the value in a platform simple enough for anyone to use and structured enough to support lean service management at scale.
In brief
After merging several departments, Bisnode Denmark found its processes scattered across hundreds of different formats and locations — some documented, some not, none in a common place. The lean service team needed a single current version of each process that any employee could find and use without specialist help.
The selection was guided by a lean principle: the tool had to be simple enough for any employee to use, not just process specialists. After a two-hour morning session, five people were ready to begin mapping. That ease of use was the deciding factor.
The team documents and maintains 140 customer care processes in Gluu, each with a single version updated in place. Department heads manage their own processes independently after an initial session with the lean service team. Processes link directly to tools used in workflows, such as price calculators embedded within the relevant process step.
During the 2015 summer holidays, customer care staff covered for absent colleagues by looking up processes in Gluu — a gap that had previously caused real operational problems. The common format also made cross-departmental handovers faster and clearer. Bisnode Denmark is working toward ISO certification, and other Bisnode offices across Europe are looking to replicate the Danish model.
Bisnode’s experience suggests yes. The platform handles the documentation side of lean service without requiring specialist skills — which matters in service environments where the people closest to the work also need to own and update it. The single-version model keeps processes relevant rather than accumulating outdated archive copies.